This is an open-book Quiz. You may refer to your text and other course materials as you work on the exam and you may use a calculator.Record your answers and show your work on this document. You must show your work to receive credit: answers given with no work shown will not receive credit. You may type your work using plain-text formatting or an equation editor, or you may hand-write your work and scan it.If you choose to scan your work, note that most scanners have a setting that will allow you to create one PDF document from all of the pages of your Answer Sheet – please make use of this option if it is available on your scanner.Whether you type your work or write it by hand, show work neatly and correctly, following standard mathematical conventions.Each step should follow clearly and completely from the previous step.If necessary, you may attach extra pages.

InstructionsAll students must complete a signature assignment that is a standard component of all HRM-667 sections. The purpose of the Compensation Signature Assignment is to demonstrate your understanding of compensation and benefits as one of the major human resource functions. You achieve this through a combination of research and practical application of compensation concepts relating to extrinsic and intrinsic rewards as elements for shaping work-related behaviors that an organization deems as most valuable for achievement of its strategic advantage and objectives. If you have recently completed HRM 637, you are likely already familiar with the signature assignment approach to exploring HR concepts through development of an integrated application.In HRM 667 you will combine concepts through discussion of current research on reward, motivation, and performance appraisal, coupled with practical application of these ideas through evaluation of specific jobs and comparison of these jobs within a defined industry and market salary and benefits survey that lead to assessing benefits relevant to the employee population and organizational structure, and formulating a compensation system based upon merit, knowledge, and skill acquisition.Mechanics of a traditional paper, such as introduction, discussion of research findings, a summarization and conclusion of the specific topic together with a reflection on the impact of the assignment and its influence on your own personal, academic, and/or professional development appear in the final product, along with such practical elements as a job analysis identifying compensable factors, tying those factors to a pay scheme that attempts to incentivize the desired work behaviors and attitudes consistent with the company’s strategic goals. Structure and Content of PaperYour paper should include a title page, abstract page, body of paper (sections I – IV below), reference page, and appendix. The body of the paper must be between 10 and 12 double-space pages. Use 12pt. Times New Roman font, 1” margins, headings, and page numbers. It must conform to APA formatting and stylistic guidelines. It must have no less than ten references to support your ideas. References must be scholarly, not Wikipedia types. No bulleted lists. A note on paraphrasing. You must paraphrase, not copy verbatim. If you write something that is taken from a source, it must be in your own words with the original source cited. If you quote a source, it must be done according to APA requirements. Don’t know APA formatting and style? Do a Google search. I will be checking for this. If you quote more than just a few sentences (or few blocks of text) or if much of your paper is quoted, you may lose points for plagiarism. Yes, this is a form of plagiarism. Section I: Description of Organization and Title of PositionBegin by selecting an organization to feature in your portfolio (e.g., Nike; Google; an organization where you would like to work, your current or your previous organization). What is its history? What is its mission? What is its vision? What do you think is the general perception of the organization? Select a position or job series within the organization to analyze (e.g., Production Assistant, secretaries, maintenance, sales associates, engineer, scientist, etc.) and give its title.Section II: Internal and External MotivatorsYour portfolio will proceed with the internal and external motivators relating to this kind of work and the relationship of this job to the overall goals/strategies/values of the organization. (e.g., Nike needs to save money in production and boost sales so will incentivize employee behaviors that lead to desired outcomes; Google needs to foster intense creativity so in addition to high pay, provides extensive and uncommon benefits such as 24-hour cafeteria services for free)Here are additional guidelines for writing this section: Define internal and external motivators. Provide a motivational theory that explains how these relate to total compensation and its elements (see page 8 in your text.). Describe in detail the internal and external motivators in your chosen organization. Describe how they relate to the firm’s goals/strategies/values. Here are some questions to help you better understand: Does the firm offer competitive salaries? Why or why not? Does the firm offer competitive benefits? What are these benefits? Does the firm offer incentive pay or merit pay? Are there good promotional opportunities? Are the jobs in the organization perceived by employees as worthwhile? Are employees passionate about the work they do? Why or why not? If your organization does not offer some of these motivators, recommend some and explain why. These questions are not exhaustive. Use them in a way that helps you understand this section. You don’t have to answer them all. Select the questions that best suit your needs. Section III: Job Analysis and Job EvaluationBegin by providing the formal definition of job analysis for reward evaluation as described in the text. Discuss your decision to conduct a job evaluation analysis and the factors that will need to be considered. Describe the process of collecting information about the job and the relative evaluation factors. Write a job description of the select position. The job analysis, evaluation questionnaire(s), evaluation factors and reward schemes will become appendices in your final report. In this section, make sure your job analysis is sufficiently detailed. What type of job analysis method did you perform? Give the steps you completed. Why did you decide to use the method (or methods) you selected? (The nature of a job analysis here focuses on the knowledge, skills, abilities, and other attributes (KSAOs) AND responsibilities and/or job tasks that reflect pay and benefits in the organization.) Note: a job description is the result of a job analysis. A full copy of your job description should be placed in this section. Since you are writing a scholarly paper, the following rules apply: (a) provide a summary of the job.(b) the job description must be written in paragraph form; do not use bulleted lists (Do a google search for an understanding) (c) include task/duty/responsibility statements. Each must have a subject (a noun or pronoun; e.g., position title; they, he, or she). Do not simply copy and paste a job description. Almost all formal job descriptions omit subjects and start with an active verb. You must add the subject.(d) include KSAO statements. Each must also have a subject.For the job evaluation, describe in detail the job evaluation technique you selected to show how internal alignment is achieved. See the sections job evaluation (pp. 132-134) and job evaluation techniques (pp. 135-140) in your textbook. In other words, what factors must be considered to determine the relative worth of the job under study to the organization. Note that job evaluation and performance evaluation are not the same (Do not include anything about performance evaluation/appraisal in the paper). The former was just explained. The latter denotes how well employees perform in their jobs. Also note that a job analysis is not the same as job evaluation. The former is a process in which job data are collected, analyzed, and synthesized, and summarized in the form of a job description. The latter, job evaluation, uses the job description to evaluate the worth of the job using some qualitative or quantitative technique (again, see chapter 6 in your text). Section IV: External Job Market, Pricing Jobs, and PoliciesThe essence of this part is the role of the external labor market. Define the concepts of external labor market and its purpose. Describe in detail what the external labor market is for your job. How did you (or your organization) decide what the labor (external) market is? How did your organization or you decide on the market pay rate for your job? What steps did you or your organization take to determine the market pay rate of your job? What are salary surveys? Which ones did you or your firm use and why? Note: Do not just identify where you gathered the salary data. You must justify why you selected the source(s). Also in this section, include compensation policies. Does your firm lead, lag, or tie the market? Explain. What are starting salaries for new employees? How are pay raises determined? How is incentive pay determined if it is offered? Refer to chapter seven in the text for more ideas.