Assignment
First, review the module resources and consider the following scenario: You have been asked to evaluate whether your organization's current pay structure makes sense in view of what competing organizations are paying. In your initial post to the discussion, address the following:
• How would you determine what organizations to compare your organization with?
• From an internal perspective, what are the potential consequences of having a pay structure that is out of line relative to those of your competitors? Consider the impact of pay and incentives on employees' motivation, engagement, and retention? Provide supportive examples.
• What recommendations would you provide to ensure improved motivation, engagement, retention, and competitive advantages in the marketplace?
The response should include a reference list. Double-space, using Times New Roman 12 pnt font, one-inch margins, and APA style of writing and citations.
Module Sources
You will begin Module Four by examining pay structure decisions. Inherent in any pay structure decision is perceived pay equity.
Employees make external comparisons between their pay and the pay they believed is received by employees in other organizations. Such comparisons may have consequences on employee attitudes and retention. Employees also make internal comparisons between what they receive and what they perceive others in the organization are paid. These types of comparisons may have consequences in internal movement, cooperation, and attitudes (like organizational commitment). (Noe, Hollenback, Gerhart, & Wright, 2017, p. 514)
Next, you will examine pay recognition plan design features and performance measurements, as well as a variety of consequences and contingencies. Refer to Table 12.1.
These programs vary as to whether they link pay to individual, group, or organization performance. Often, it is not so much a choice of one program or the other as it is a choice between different combinations of programs that seek to balance individual, group, and organization objectives. (Noe et al., 2017, p. 552).
You will close out this module by examining a variety of benefits that employers use to attract and retain talent. "Benefits can be used to differentiate an employer from competitors, allowing it to tap into what in some cases may be a valuable, but underutilized, part of the pool of human capital" (Noe et al., 2017, p. 562). Refer to Table 13.5 and Figure 13.4 in your text.
Module Four tasks include a journal, in which you conduct a self-reflection of your current strengths and skill gaps related to the behavioral competencies within the Leadership domain. You will suggest ways to improve upon your weaknesses. Your instructor will provide feedback pertaining to your self-reflection and offer recommendations for developing your skills. This activity will help you practice the use of behavioral competencies that you will need to complete your final project. In addition to the journal task, you will take part in a small group discussion, which focuses on your employer's pay structure and requires you to respond to a set of questions for your initial post. The aim of this task is to prepare you for Milestone Two and to promote teamwork.
It is important to note that the two assignments for Module Two are aligned with the fact that HR professionals make data-driven decisions and use data to develop HR strategic compensation, rewards, and benefit programs. The use of data for decision making is aligned with the Leadershipdomain and clusters of Leadership and Navigation and Ethical Practice within the SHRM Body of Competency and Knowledge model.
In Module Five, you will explore employee and labor relations through an examination of employee discipline, performance management systems, collective bargaining, and labor relations. These topics are noted under the Organization technical competency of the SHRM Body of Competency and Knowledge model. Module Five includes the Milestone Two assignment, which contains critical elements focused on the analysis of employee discipline, performance management, and employee and labor relations.
Reference
Noe, R., Hollenback, J., Gerhart, B., & Wright, P. (2017). Human Resource Management: Gaining a Competitive Advantage. New York, NY: McGraw Hill.