MGTO 231 Human Resources Management Compensation I Dr. Kin Fai Ellick WONG.
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Transcript of MGTO 231 Human Resources Management Compensation I Dr. Kin Fai Ellick WONG.
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MGTO 231Human Resources ManagementCompensation I
Dr. Kin Fai Ellick WONG
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Prologue
Have you ever asked the following questions? Why the salary for some jobs are higher than the
salary for other jobs? Why are there bonuses for some jobs but not for
other jobs? If I were a manager, how do I know the salary for a
newly created job?
You may find the answers in the following two classes
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Outline
Some basic concepts of compensation Designing a compensation system
Internal vs. external equityFixed vs. variable payPerformance vs. membershipJob vs. individual payTo be continued in next lesson
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Outline
Some basic concepts of compensation Designing a compensation system
Internal vs. external equityFixed vs. variable payPerformance vs. membershipJob vs. individual payTo be continued in next lesson
![Page 5: MGTO 231 Human Resources Management Compensation I Dr. Kin Fai Ellick WONG.](https://reader037.fdocuments.us/reader037/viewer/2022102800/56649d3f5503460f94a18aed/html5/thumbnails/5.jpg)
Some basic concepts
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Elements of compensation
Total compensationThe package of quantified rewards an
employee receives for his/her labors Base compensation Pay incentives Indirect compensation / benefits
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Total CompensationTotal Compensation
Base CompensationBase Compensation
Pay IncentivesPay Incentives
BenefitsBenefits
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Base compensation
The fixed pay an employee receives on a regular basisSalary or hourly wagesThe most standard part about payWill be extensively discussed in this and next
lessons
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Pay incentives
A program designed to reward employees for good performanceBonuses, profit sharingWill be further discussed in the lesson “Pay
for Performance”
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Indirect benefits
BenefitsHealth insurance, housing scheme, annual
leave Perquisites, perks
Car, parking, club member, etc.
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Strategic aspects Compensation constitutes the single
most important cost in the firm60% or even higher of the total cost
The pay strategy should be consistent with overall business strategyHi-tech industry: Research & DevelopmentThus, the following questions should be
asked frequently, and answered accurately:
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What types of activities should be rewarded with higher salaries?Hi-tech firms: R & D activities
Which employee groups should receive special treatments when limited pay resources are allocated?Hi-tech firms: researchers in R & D
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Outline
Some basic concepts of compensation Designing a compensation system
Internal vs. external equityFixed vs. variable payPerformance vs. membershipJob vs. individual payTo be continued in next lesson
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Nine criteria for developing a compensation system
Internal vs. external equity Fixed vs. variable pay Performance vs. membership Job vs. individual pay Egalitarianism vs. elitism Below-market vs. above-market compensation Monetary vs. non-monetary rewards Open vs. secret pay Centralized vs. decentralized of pay decisions
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Nine criteria for developing a compensation system
Internal vs. external equity Fixed vs. variable pay Performance vs. membership Job vs. individual pay Egalitarianism vs. elitism Below-market vs. above-market compensation Monetary vs. non-monetary rewards Open vs. secret pay Centralized vs. decentralized of pay decisions
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Internal vs. external equity
Fairness or justice in pay is an important issue
Perception of unfairness could minimize the impact of a compensation system (e.g., it could decrease the morale of workers and de-motivate them)
Fair pay is one that employees generally view as equitable
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Internal equityThe perceived fairness of the pay structure
within a firm External equity
The perceived fairness in pay relative to what other employers are paying for the same type of labor
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What is perceived to be fair?
Internal EquityEmployees compare what they bring to the
firm to what they receive in return (i.e., outcome/input ratio)
Employees compare this ratio with that of other employees within the firm
Internal equity is met when one’s outcome/input ratio is equivalent to that of others
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External EquityThe salary is perceived as fair when it fits with
the demand-supply labor market The more the demand, or the lower the
supply, then the higher the salaryExternal equity is met when the salary is set
at a point where the supply of labor equals the demand for labor
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Nine criteria for developing a compensation system
Internal vs. external equity Fixed vs. variable pay Performance vs. membership Job vs. individual pay Egalitarianism vs. elitism Below-market vs. above-market compensation Monetary vs. non-monetary rewards Open vs. secret pay Centralized vs. decentralized of pay decisions
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Fixed vs. variable pay
Some organizations choose to pay a high proportion of total compensation in the form of base pay (i.e., relatively fixed pay): HK government, education units (HKUST)
Some choose to pay a high proportion of total compensation in the form of variable pay: investment bank
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In general, the percent of salary in the form of bonus increases as the base salary increases
Those in higher level positions earn more, but their compensations are more subject to risk
The more the proportion of variable pay, the more risk sharing there is between the employee and the firm
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Nine criteria for developing a compensation system
Internal vs. external equity Fixed vs. variable pay Performance vs. membership Job vs. individual pay Egalitarianism vs. elitism Below-market vs. above-market compensation Monetary vs. non-monetary rewards Open vs. secret pay Centralized vs. decentralized of pay decisions
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Performance vs. membership
Performance-contingent compensationOutcome oriented, Piece-rate plansPay based on units produced: 膠降落傘Commission
Membership-contingent compensationAll received the same or similar wage in a
given job (with minimum satisfactory performance)
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Nine criteria for developing a compensation system
Internal vs. external equity Fixed vs. variable pay Performance vs. membership Job vs. individual pay Egalitarianism vs. elitism Below-market vs. above-market compensation Monetary vs. non-monetary rewards Open vs. secret pay Centralized vs. decentralized of pay decisions
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Job vs. individual pay
Job pay Regardless of ability and performance, the pay is
based on jobs. Highly qualified individuals will not be paid more on the same job
Individual pay Knowledge-based, or skill-based pay system Paid on the basis of the jobs they can do or talents
they have that can be successfully applied to a variety of tasks and situations
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Which is better?
Research findings have the following suggestions Job-based tends to work best in situations where
Technology is stable, jobs do not change often Employees do not need to cover for one another
frequently Turnover is relatively low Employees are expected to move up through the ranks
over time
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Individual-based compensation programs are more suitable when: The firm has a relatively educated workforce with both
the ability and the willingness to learn different jobs The company’s technology and organizational
structure change frequently Employee participation and teamwork are encouraged
throughout the organization Opportunities for upward mobility are limited
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Nine criteria for developing a compensation system
Internal vs. external equity Fixed vs. variable pay Performance vs. membership Job vs. individual pay Egalitarianism vs. elitism Below-market vs. above-market compensation Monetary vs. non-monetary rewards Open vs. secret pay Centralized vs. decentralized of pay decisions