NUR 3846 Fremont Washington Community Adult School Class Discussion 2

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Chapter 1

Answers to Review Questions
1.

How do differing perspectives affect our views of compensation?
From a societal perspective, compensation may be viewed as:
• a measure of the inherent equity and justice in a society (examine the wages of similarly
situated men versus women, blacks versus whites, etc.).
• a cause of tax increases (public employee wages) or cost-push inflation (increased wages
cause higher production costs, which may be passed on as price increases for goods and
services).
• a reason for U.S. difficulties in competing in international markets.
From a stockholder perspective, compensation may be viewed as:
• a mechanism to increase stockholders’ wealth.
• a key method to link executive pays to company performance.
From a managerial perspective, compensation may be viewed as:
• a major expense to be managed.
• a means to influence employee work attitudes and behavior, which affect productivity.
From an employee perspective, compensation may be viewed as:
• a return for services rendered.
• a reward for meritorious performance.
• an indicator of the worth of an individual’s skills or training.
• a major determinant of economic and social well-being.
From a global perspective, compensation may be used to convey more contemporary meanings:
• Countries like China and Japan have replaced traditional words associated with pay to
words that capture the more contemporary and comprehensive meanings associated with
pay. These include ‘dai yu,’ in Chinese, which refers to how the employee is being
treated, and ‘teate’, in Japanese, which means taking care of something.

2.

What is your definition of compensation? Which meaning of compensation seems most
appropriate from an employee’s view: return, reward, or entitlement? Compare your
ideas with someone with more experience, someone from another country, someone from
another field of study.
“Traditional” college students will most likely focus on direct compensation only, since most
students in this category will have expenses beyond their present earning capacity. “Nontraditional” students are more likely to focus on the total returns from work—cash
compensation, benefits, and relational returns. When students compare their definition of
compensation with others, it is hopeful they will gain a broader view of compensation. Be sure

to emphasize that people’s perspectives will vary; the differences in perspectives are likely to
differ based on a combination of various factors such as age, occupation, family status, etc.
3.

What is the “network of returns” that your college offers your instructor? What returns
do you believe make a difference in teaching effectiveness? What “returns” would you
change or add to increase the teaching effectiveness?
The “network of returns” an instructor receives will depend on the type of college or university
(example—research versus teaching orientation) he/she attends. Potential examples are
provided below. Relational returns, moving beyond compensation and benefits are stressed
upon.
If an instructor attends a research university, the most appropriate network is the probability to
explore the chosen field of academics in detail, along with the ability to receive appropriate
grants, scholarships, and be able to publish papers with ease. Laboratory facilities,
opportunities to conduct case studies and organizational research should be available easily. In
case the instructor is working within a team, it is essential that the university provide the team
with advanced technologies to be able to communicate and carry out research. However, if an
instructor attends a college whose mission is focused on teaching (e.g. small, liberal arts
colleges), the most appropriate network would probably include extensive facilities that allow
the instructor to access the latest studies, so as to be able to correlate the knowledge with the
syllabi. Access to libraries, the Internet and attendance at seminars and conferences related to
the instructors’ subject should be encouraged and the instructor must ideally be given a free
hand in being able to explore various academic avenues within the scope of the syllabus and
expanding and encouraging the spirit of questioning and understanding within the students.
If the network is changed, teaching effectiveness could be affected. Academia typically
provides higher pay for research effectiveness when compared to teaching effectiveness.
Student recommendations will vary depending on the type of college or university attended.

4.

What are the four policy issues in the pay model? What purposes do the objectives in the
pay model serve?
The four policy issues in the pay model are: (1) internal alignment; (2) external
competitiveness; (3) employee contribution; and (4) management of the pay system.
The basic objectives include efficiency, fairness, ethics, and compliance with laws and
regulations. Efficiency can be correlated to improving performance, increasing quality,
delighting customers, and stockholders, and also to controlling labor costs. Fairness is a
fundamental objective that ensures fair treatment of all the employees by recognizing both
employee contributions. Compliance as a pay objective means conforming to federal and state
compensation laws and regulations. Ethics means the organization cares about how its results
are achieved.

5.

List all the forms of pay you receive from work. Compare your list to someone else’s list.
Explain any differences.
The different forms of pay will definitely depend on the types of jobs a student has held and the
nature of his/her work experience. The various types of pay include: (1) pay received directly
as cash, including base, merit, incentives, and cost-of-living adjustments; (2) pay received
indirectly (benefits), including retirement, medical insurance, paid time off, and programs to
help balance work and life demands; and (3) relational returns, including the psychological,
non-financial returns (e.g. recognition and status, employment security, challenging work,
opportunities to learn, personal satisfaction from successfully facing new challenges, and
teaming with great co-workers).
Comparisons of the types of pay will depend on the student’s current and prior work
experiences and the comparison person’s work experiences. For example, students could
compare financial incentives, such as piece rate production for a manufacturing position or
commission pay for a sales position. Indirect pay benefits may include health insurance, life
insurance, dental insurance, optical insurance, and prescription drug plans.

6.

Answer the three questions in the Caveat Emptor—Be An Informed Consumer section for
any study or business article that tells you how to pay people.
Note: Student responses will vary depending on the type of compensation article the student
selects for analysis. To gain the maximum benefit from discussing this question, the instructor
may want to assign a specific article for analysis. The following response to the three questions
is based on research studies referenced in Chapter 1.
(1) Is the research useful?
Many studies use managers’ opinions as measures of success. For example, Rynes, Colbert,
and Brown (2002; see footnote #54) conducted a study that surveyed 5000 HR managers and
compared their beliefs to the research evidence in several areas and identifies seven common
and important misconceptions held by managers. The study authors concluded that being
unaware of the key research finding may prove costly to organizations.
The types of variables used in research studies and how they are measured significantly impact
the quality of the research results. For example, many studies purport to measure organization
performance. However, there is a lack of agreement on which variable(s) to use to measure
performance. This is evidenced by the many variables used to assess performance: accounting
measures (return on assets or cash flow), financial measures (earnings per share or total
shareholder return), operational measures (scrap rates or defect indicators), qualitative
measures (customer satisfaction), and opinions of managers (i.e. how effective is your gain-

sharing plan?).
Thus, answering the question, “is the research useful?” requires separating opinions from facts
as well as assessing the value of the variables and how they are measured. Opinion data is just
that—data about opinions. It demonstrates what people think or believe is occurring but may
not indicate what is actually going on. Studies conducted on a compensation survey data
showed HR executives reporting that their respective firms’ target pay level was well above the
median.
(2) Does the study separate correlation from causation?
Empirical research studies typically employ statistical analysis techniques to analyze the
variables of interest. The correlation coefficient is a common measure of association and
indicates how changes in one variable are related to changes in another. A study conducted to
explore the extent to which employee participation in the job evaluation process during the
implementation of a compensation system influenced pay satisfaction, showed that increasing
the involvement of employees in implementing a pay plan would increase their satisfaction
with pay. The results indicated the level of employee participation in the job evaluation project
did not correlate significantly with any aspect of pay satisfaction. Thus, a relationship did not
exist between employee participation and satisfaction.
On the other hand, even if the results had indicated a relationship existed between increased
levels of employee participation and satisfaction with pay, this relationship (measured by the
correlation coefficient) does not ensure causation. For example, just because an organization
involves its employees in a job evaluation program and their satisfaction with pay increases, it
cannot be concluded that employee involvement caused an improvement in their satisfaction
with pay. Other explanations—length of time since last pay increase, percentage of last pay
increase, and pay grade level of the employee’s job—may lie beneath the results. While the
increased levels of employee participation and satisfaction with pay are associated, causation is
a tough link to make.
Research on compensation often attempts to answer questions that do not involve causality. For
example, the results of the study by Rynes, Colbert, and Brown (2002; see footnote #54)
indicate a discrepancy between academic research findings and the beliefs of HR executives in
several content areas of HR. This is a descriptive study, focused on providing benchmarking
information; causation is not suggested.
(3) Are there alternative explanations?
Research studies focused on compensation often examine the impact of a certain type of pay
program (i.e. merit or performance-based pay, team-based pay, gain-sharing) on a measure of
organizational performance (i.e. customer satisfaction, company performance, productivity,
quality) over a period of time. Researchers typically want to demonstrate that the introduction

of a pay program will improve performance. Consider a hypothetical study with the following
research question—if the performance measure improves during the time frame covered by the
study, was the pay program responsible? Assuming performance improves, was the pay
program responsible? Or, was some other variable responsible for the increased performance
(i.e. change in leadership, use of new supplier vendors, and change in operating procedures)?
The best way to establish causation is to explore competing explanations for the improved
performance results, either statistically or through the use of control variables. Research
methodology emphasizes or “requires” that alternative explanations need to be accounted for to
establish causality. It is often difficult to disentangle the effects of a pay program to clearly
establish causality. However, it is essential to examine the overall pattern of evidence to make
judgments about the effects of a pay program.
For example, it was found in a study of seven organizational characteristics, that the one that
best predicted simulated organizational choice was pay for individual (versus team-based)
productivity.
Your Turn: The Role of Labor Costs in the Retail Electronics and Airline Industries
Summary of Case
The case discusses Circuit City’s decision in 1997, to replace some of its highest-paid employees
with lower-paid workers. Some commentators attributed the loss it suffered in the following quarter
to this decision. The company was forced to liquidate later. The case also talks about Best Buy, who
started aggressively cutting down costs by demoting employees, closing down its stores and
planning on opening smaller and more profitable mobile stores. It faces slower sales of expensive
items and increased competition from Amazon, Walmart and Target. The case goes on to talk about
American Airlines, which is going through bankruptcy and compares its labor cost to US Air, when
the latter was going through bankruptcy. Students are expected to analyze the possible impact of
these moves on the in- customer experience and the effect on the company’s performance.
Learning Objective
Understand the impact of the change in Circuit City and Best Buy’s compensation strategy on the
companies’ performance.
Discussion of Case Issues
Evaluate whether the replacement of highly paid workers with lower-paid workers did or did not
cause Circuit City to perform so poorly. Will Best Buy face the same fate as Circuit City because of
its cost cutting measures and low sales of expensive items? How confident are you in your
evaluation? Why? What other data or information would be helpful in assessing Circuit City change

in compensation strategy.
Teaching Guidelines
Use this case to stimulate a discussion on restructuring and analyze the impact of replacement of
highly paid workers with lower-paid workers on the performance of Circuit City and the effect the
cost cutting measures taken by Best Buy on its sales and competitive edge.
Student opinion on this topic may vary. While some students may favor the argument that the
replacement of workers resulted in poor performance of the company, some may take a neutral
stand and believe that the cause and effect relationship between the two variables can be proved
only if additional data is provided. The following inputs can be considered to guide the discussion.
Exhibit 1.3: Pay Rates at Retail Stores, Customer Satisfaction, Employee Turnover, and Sales
per Square Foot

Comparison of Circuit City, Best Buy, Amazon
and Walmart- Stock Prices
200
150

Circuit City

100

Best Buy

50

Amazon
Wal-Mart

0

2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012



In the case of Circuit City, the customer service index had dropped in 2007, when the
layoff announcement was made. On the other hand, Best Buy’s customer satisfaction index
hit a high in the same year.
If you plot a graph, it will show a dip in the stock price of Circuit City during the periods
of 2001 and 2003. Further research shows that the company had undergone similar
restructuring in 2003, when it announced that 3,900 commissioned sales staff were being
replaced with less expensive new employees (Source: The Wall Street Journal, February 6,
2003).

U.S. Dollars



90
85
80
75
70
65

Circuit City
Best Buy

2012

2011

2010

2009

2008

2007

2006

2005

2004

2003

2002

2001

Amazon

2000

ASCI Index

Comparison of Circuit City, Best Buy, Amazon
and Walmart- ASCI Index

Wal-Mart


Discussion of Case Questions
1.

Thinking back to our discussion in the chapter section, Caveat Emptor—Be An Informed
Consumer, evaluate whether the replacement of highly paid workers with lower-paid
workers did or did not cause Circuit City to perform so poorly. How confident are you in
your evaluation? Why?
Student answers will vary. There are several reasons why Circuit City went bankrupt. Though
the replacement of highly paid workers with lower paid workers was one of the reasons, but it
might not have been the main cause of the consumer-electronics retailer’s downfall. It all
started with the sales declining at Circuit City, as it started losing its market share to Minnesota
based specialty electronics retailer Best Buy, the world’s largest retailer Walmart, discount club
stores like Costco and online retailers. Slow sales led to suppliers cut off credit and demand
cash up front for supplies. This situation coupled with the economic downturn led Circuit City
to try and negotiate sale of the retail chain, but the effort was futile. In an effort to cut costs
Circuit City started firing higher paid workers and opening smaller stores. When all these
measures did not help Circuit City filed for bankruptcy protection under Chapter 11. On further
study it seems the retail giant could have saved its position by focusing on unique selling
proposition (USP) of its competitors. Greater variety of inventory (Best Buy), cheaper prices
(Walmart and Costco) would have helped Circuit City to sustain its position of the market
leader.
Sources:
http://www.bloomberg.com/apps/news?pid=newsarchive&sid=aMuM9XCHkNeo
http://www.cbsnews.com/8301-505125_162-28241493/eight-reasons-why-circuit-city-wentbankrupt/

2.

Do you believe that the compensation changes at Best Buy are a major reason for its current

difficulties?
Best Buy is the nation’s largest specialty electronics retailer and has been positioning itself as a
sales and quality service provider, who assists consumers in making informed purchases.
Walmart, world’s largest retailer, on the other hand boasts of a large customer base and is
positioning itself as a low-cost option in consumer electronics. Ever since the electronics retail
giant Circuit City, went bankrupt Best Buy and Walmart have been fighting tooth and nail to
capture the added share in the consumer electronics market. However the difficulty that Best
Buy faces now is that it is experiencing low sales of expensive items like TVs. Best Buy
specializes in helping to educate consumers about high end electronic gadgets, with the help of
its youthful and well informed sales force. However customer education is not much of a
requirement when it comes to purchasing a TV, the last major product being the flat panel
televisions. In this case customers would prefer a Walmart store where they can just pick up a
TV of the shelf and at a lesser price as against Best Buy.
Best Buy opted for compensation changes in order to cut its costs and stay ahead in the
competition by providing a price advantage to its customers. Surely the compensation change
might affect the service provided at Best Buy, but how it affects the company’s profitability
depends upon the customer attitude and preference, i.e. if they prefer better customer service or
cheaper prices and better inventory.
Source:
http://knowledge.wharton.upenn.edu/article.cfm?articleid=2191
3.

Why are Walmart, Sam’s Club, and Costco doing better than Best Buy (and Circuit City)?
Do they have high pay?
Each of the three competitors of Best Buy has their own Unique Selling Propositions (USP).
Walmart has a large customer base and the scale gives it the ability to negotiate sharp prices
from its vendors, which in turn results in substantial savings for its customers.
Sam’s Club excels in pharmacy department and in delivery, installation and technical support
areas. It is the place to buy discounted electronics or furniture due to its 24/7 customer support
service.
Costco has little to offer in the way of support services but it offers customers to book cheap
vacations and rent cars at extremely low rates through its travel department. It also has more instore benefits, and larger brand selection.
Best Buy has a youthful and well informed sales force, which can help customers make
informed purchase decisions. The reason the other three are giving stiff competition to Best
Buy is because of their ability to offer low prices to the customers. However, Best Buy’s USP
lies in its employees, if they start cutting costs and laying off their employees, it will take the
edge off their business. There isn’t enough information in the case study as to answer if

Walmart, Costco and Sam’s Club have better compensation or not.
Sources:
http://www.cheapism.com/sams-or-costco
http://knowledge.wharton.upenn.edu/article.cfm?articleid=2191
4.

Are there larger problems in the competitive landscape for Best Buy that cannot be solved
by compensation strategy changes alone? When customers look to buy electronics, what
options do they have other than Best Buy and why would they choose these options over
Best Buy? Where do customers “test drive” the product and where do they buy it? Can
compensation changes address these challenges? Explain.
Best Buy faces very strong competition from Walmart, as the latter has a large customer base
and it sells everything from groceries, to apparels and electronics. Also Walmart offers a wide
range of products at lower prices. This is possible for Walmart to achieve because of its scale
that allows it to negotiate the best prices with the suppliers and dealers. So when customers buy
electronics they might go to a Best Buy store, where the sales force can help answer their
questions related to the product and educate them about the features to look for. These
customers with the knowledge in hand might head for a Walmart and buy the selected product
at a cheaper price. However, this is not a common thing to happen and can be resolved. Best
Buy can appoint a highly skilled workforce, who can not only educate the customers about the
products, but also create good customer relationship, which will ensure customer loyalty and
make sure that potential customers become actual customers.
Source:
http://knowledge.wharton.upenn.edu/article.cfm?articleid=2191

5.

In 2011, American Airlines had labor costs of $7,053,000,000 and ASM of
154,321,000,000. If they are successful in cutting $1.25 billion per year, what would their
labor cost/ASM be and would that be competitive with USAir? If you are interested, you
may wish to do more reading about American’s plan to cut labor costs to learn more about
how they propose to do that.
Current Labor Cost/ASM =

7,053,000,000/154,321,000,000 = 0.046

If American Airlines is successful in cutting $1.25 per year, then their labor cost/ASM would
amount to:
Labor Cost/ASM =

5,803,000,000/154,321,000,000 = 0.038

USAir after bankruptcy had an ASM of 0.031, which shows that American Airlines has an
ASM 18% higher that USAir, post-bankruptcy and cost cutting.
Percentage difference in cost/ASM of USAir and American = (0.038-0.031)/ 0.038 = 18%
So as mentioned in the text, before cutting the labor costs American’s cost/ASM was higher by
33%, however cutting labor costs by $1.25 billion helped in decreasing it further down to 18%.
6.

What is your opinion on whether this change in compensation would significantly enhance
American’s ability to compete in the airline industry? How does American’s position
compare to that of Best Buy? Is having competitive labor costs of equal importance in the
two industries? Explain.
Student answers may vary. A lower cost/ASM will help American to charge lower fares to its
customers in order to break even. This will make sure that it at least covers its costs if not able
to make any extra profits. But a low cost/ASM is not a guarantee of profit. In other words, by
lowering costs, American Airlines is trying to pass on the savings to the customers by offering
lesser fares and retaining its customer base. The same applies for Best Buy; if the electronics
retailer is cutting down on its labor costs it might help them to bring down the prices per unit of
their product offerings and they can pass on the savings to their customer, and thus retain their
customers. This can be a huge advantage for Best Buy as it faces major competition from
discount houses and big box stores like Walmart, Costco and Sam’s Club, which specialize in
offering discounted and lesser priced products. But Best Buy should also be careful to retain its
USP of having well informed salesmen, and should not compromise on the quality of customer
service provided.
Chapter 2 Benefits

Discussion Questions
1. Discuss the concept of social exchange as it relates to the employment relationship. How does
this concept apply to employee-benefits practices?
Main Points



Employment relationship consists of clusters of human resource practices offered to a
group of employees along with the resulting employee contributions to the employer.
Social exchange in the employer-employee relationship is one where the employer offers
inducements (e.g., employee benefits) in return for employee contributions (e.g.,
performance).



If an employer can provide an employee with benefits suitable to the employee’s
evolving needs, the employee is likely to reciprocate with increased work effort and
commitment. Therefore, employee benefits are an especially relevant component of the
social exchange between the employer and employee.

2. Discuss how changes in the demographic composition of the U.S. workforce will affect the
employment relationship from an employer’s perspective. What possible impact will these
changes have on employee-benefits practices?
Main Points




The workforce in America is becoming increasingly diverse.
The benefit practices were designed for mostly white, married male workforce, typically
from a single-earner household. Because of the changing demographics, companies can
no longer afford to do so.
Employee benefit practices should reflect the needs and expectations of the changing
composition of the workforce.

3. What are psychological contracts? Discuss the main features of psychological contracts and
how they develop.
Main Points




A psychological contract has been defined as an employee’s subjective perception of the
relationship of mutual obligations with the employer and company.
Psychological contracts result in employees holding a range or continuum of expectations
from the employer, ranging from pay and promotions to career development and family
welfare.
The continuum of expectations have two ends: transactional psychological contracts and
relational psychological contracts.







Toward the transactional end, employees’ expectations are more economic and extrinsic
in nature. On the other hand, toward the relational end, employees’ expectations might be
either economic or non-economic, but are also emotional, subjective, and intrinsic in
nature.
Most psychological contracts take shape in the pre-employment phase, when people seek
information during recruitment and selection.
Employees can form expectations that comprise their psychological contracts from two
sources: their interactions with other members and their perceptions of the company’s
culture.
Psychological contracts are flexible, undergoing constant change based on the
interactions.

4. How do employee benefits form a part of employees’ psychological contracts? Discuss how
employees’ psychological contracts might be violated and the consequences of these violations
for employers.
Main Points




Employee benefits can be a part of the psychological contract employees hold about the
employer’s obligations to them in exchange for their efforts. Employee benefit practices
can be seen to fulfill both transactional and relational expectations. Employees might
expect to receive health insurance in addition to wages (more transactional). Employee
benefits such as paid time-off and accommodation and enhancement benefits might help
fulfill the relational expectations. Educational assistance and retirement could fulfill both
transactional and relational expectations.
A violation of the psychological contract occurs when the employee perceives a
discrepancy between the promises made by the employer and the actual fulfillment of the
promises. Two basic causes for violations: 1) reneging, and 2) incongruence. Reneging
occurs when a company deliberately breaks a promise to employees. Incongruence occurs
when the employee and the employer have different conceptualizations of the
employment relationship. Violations of employees’ expectations by the employer can
cause feelings of betrayal and loss of trust. Some of the main effects of contract violation
can be intentions to leave, actual turnover, low commitment, dissatisfaction, and bad
citizenship. Violations of employees’ psychological contracts can be quite expensive for
employers.

5. One reason employers offer benefits is that the benefits may be cheaper for the employers to
provide than it would be for the employees to purchase on their own. Besides the insurance
examples discussed in this chapter, what other benefits are cheaper for employers to provide than
for individuals to purchase on their own? Even if a particular benefit is cheaper for an employer
to provide, would that employer always want to provide it as part of a compensation package?
Why or why not?

Main Points
• Student answers will vary.
• Retirement annuities and disability and life insurance are other leading examples of
benefits that tend to be cheaper when purchased as part of a large group.
• Even if a particular benefit is cheaper for an employer to provide, employers would not
always want to provide it as part of a compensation package for variety or reasons. For
instance, offering mental health services or substance abuse treatment might be cheaper
for the employer to purchase similar to health insurance plans. However, the employer
might also find that the types of employees who are most likely to accept a position, or
most likely to stay at the employer, are those suffering from these conditions. Employers
would like to attract and retain certain types of employees and therefore, they would want
to design their benefit packages based the needs and preferences of their current and
potential employees. It does not make sense for the employer to provide benefits just
because they can purchase it cheaper.
6. One reason employers might offer a particular employee benefit is to aid in recruiting certain
types of workers. One example given in this chapter is a tuition reimbursement program to attract
highly motivated employees. What other examples of benefits are you familiar with that might
be used to attract a particular type of employee? What types of employees are most attracted to
these benefits?
Main Points



Student answers will vary.
For example, to attract unmarried younger employees for jobs that require extensive
traveling, employers might offer better vacation packages, memberships for physical
fitness activities, and educational benefits.

7. Small employers are less likely than large employers to offer health insurance to their
employees. One reason for this is that health insurance tends to cost more for small employers
than for large employers. Explain why health insurance costs more for smaller insurance pools.
What public policies are currently being proposed to remedy the disparity in health insurance
coverage between small and large employers?
Main Points





As the group gets larger, insurance becomes less risky to provide. So, smaller groups face
higher insurance costs to compensate insurance companies for the added risk they bear.
For smaller insurance pools, insurance companies need to worry more about the
phenomenon of high-risk individuals driving out low-risk individuals.
As the group gets larger, fixed administrative costs can be spread out among more
people. In smaller insurance pools, administrative costs per employee will be higher
compared to larger pools.



Student answers will change depending on their search. One example can be “Small
business health care tax credit” which is one of the tax provisions of Affordable Care Act

8. A major theme of this chapter is that employers need to know the dollar value that employees
place on benefits. Explain concisely why this type of information is important for employers to
have. What methods do employers actually use to gauge their employees’ valuation of benefit
packages?

Main Points








The greater value employees place on a benefit, the larger reduction in cash wages they
will accept if the benefit is introduced into a compensation package.
For instance, an employ...


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