Chapter Two Strategic Compensation: Attaining a Competitive Advantage.
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Transcript of Chapter Two Strategic Compensation: Attaining a Competitive Advantage.
![Page 1: Chapter Two Strategic Compensation: Attaining a Competitive Advantage.](https://reader036.fdocuments.us/reader036/viewer/2022082711/56649ec05503460f94bcbef2/html5/thumbnails/1.jpg)
Chapter Two
Strategic Compensation: Attaining a Competitive Advantage
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Background Historical perspective
» Scientific management, time and motion studies» Welfare practices, federal and local laws» Competitive advantage (firm’s ability to maintain
market share and profitability over a sustained period of several years.)
– Compensation—promoting more-productive and highly skilled work forces. Merit pay to reinforce performance. Incentives to connect pay and work. Pay for knowledge. Discretionary benefits.
» Technology, job design, global competition
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Strategic vs Tactical Compensation
Competitive strategy choices» Cost leadership» Differentiation
Tactical decisions that support the firm’s strategy» Human resource tactics» Tactics in other functional areas
![Page 4: Chapter Two Strategic Compensation: Attaining a Competitive Advantage.](https://reader036.fdocuments.us/reader036/viewer/2022082711/56649ec05503460f94bcbef2/html5/thumbnails/4.jpg)
Exhibit 2-1
Relationship Between Strategic and Tactical Decisions
• Competitive strategy• Human resource strategy• Compensation strategy
StrategicStrategicDecisionsDecisions
• Recruitment• Selection• Performance appraisal
• Compensation• Training
• Seniority pay• Merit pay• Incentive pay• Pay-for-knowledge• Discretionary benefits options
• Skill-based pay• Broadbanding• Two-tier pay
structures
GeneralGeneralTacticalTacticalHRHRDecisionsDecisions
SpecificSpecificTacticalTacticalHRHRDecisionsDecisions(Comp.(Comp.Examples)Examples)
General
Specific
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Exhibit 2-3
Influences on Competitive Strategy
National Culture» Power distance» Individualism-collectivism» Uncertainty avoidance» Masculinity-femininity
Organizational Culture» Traditional organizational hierarchy» Flatter organizational structures» Team orientation
Organizational & Product Life Cycle» Growth» Maturity» Decline
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Exhibit 2-4
Traditional Organizational Structure
ChiefExec. Officer
President
ExecutiveVP
VPHR
DirectorHR
ManagerHR
VPMfg.
DirectorMfg.
ManagerMfg.
VPFinance
DirectorFinance
ManagerFinance
VPAccounting
DirectorAccounting
ManagerAccounting
VPMarketing
DirectorMarketing
ManagerMarketing
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Exhibit 2-7
Factors That Lead to Dysfunctional Turnover
Dysfunctional Turnover
Job SecurityJob SecurityTurnoverincreases
when employees believe job security is
better in other companies.
Personal Personal MobilityMobility
Turnoverincreases with
fewer family responsibilities.
Labor Market Labor Market ConditionsConditionsTurnoverincreases
when demand for employees
increases.
General General Economic Economic ConditionsConditionsTurnoverincreases
when general economic
conditions are favorable.
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Exhibit 2-5
Designing Pay-for-Knowledge Programs
Establishing Skill Blocks» Skill type» Number of skills» Grouping of skills
Transition Matters» Skills assessment» Aligning pay with the knowledge structure» Access to training
Training and Certification» In-house or outsourcing training» Certification and recertification
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Exhibit 2-6
Broadbanding Structure and Its Relationship to Traditional Pay Grades
and RangesA
nn
ual
Sal
ary
Band A Band B
Low HighJob Worth
Grade AGrade B
Grade C
Grade D
Grade E