compensation and performance management, management homework help

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Compensation and Performance Management (BUSS 1703)-CW1-Spring-17-QP Evaluation Criteria Marks allotted Introduction 5 Part 1 Q1. Critically evaluate the strategic importance of salary survey to an organisation. Clearly discuss any two types of data gathered in a 20 15 salary survey. Q2. Evaluate how an organisation could use compensation as a means to gain competitive advantage. Q3. Examine three responsibilities of human resource manager in compensation management. 15 Part 2 10 01. Discuss performance appraisal based on performance versus based on effort. How does that relate to this case? . ? 10 Q2. Why does Abdullah Ali think he deserves a raise in salary? Do you think he has a right to do so, and why? Q3. Being the HR manager, can you give Abdullah Ali the salary raise? 10 10 Q4. Discuss different reward options that you can use instead of the salary raise. Format and referencing 5 Total marks 100 Marking rubrics have been provided for this assignment. The marking rubrics provide evaluation criteria. The marking rubrics will be uploaded in the Moodle alongside with the assignment. Please thoroughly go through the marking rubrics. BUSS 1703 (QP) Page 3 of 6 Compensation and Performance Management (BUSS 1703)-CW1-Spring-17-QP Instructions for the assignment: 1. The assignment should have a cover page, table of contents, and introduction. 2. Total words count should not exceed 4000 words. 3. Use headings, diagrams, and brief tables if appropriate to illustrate points and to support your arguments. 4. Structure and development. Ensure that what you write makes a direct contribution to the question and try to avoid general or irrelevant information. 5. Support arguments with relevant journal articles, books etc. 6. The report should be done in Word, font size 12, font style Times New Roman, text color black, , colours can be used ONLY in appendices, main body of the report should be black and white. 7. Referencing: You should demonstrate your reading in the subject area in your work through references. Remember to credit all sources of information that you use, in your text and in the 700 @ ۸:۰۱ م * Ooredoo ooo.. moodle.mec.edu.om > Compensation and Performance Management (BUSS 1703)-CW1-Spring-17-QP كلية الشرق الأوسط Middle East College Individual Portfolio - Spring 2017 Module: Compensation and Performance Management (BUSS 1703) Level: 6 Max. Marks: 100 Duration: 5 weeks Instructions to Students: The assignment consists of 2 parts. Students should answer all questions. Individual assignment to be submitted through Moodle. Scale down to 60 marks - assessment marks. Marks awarded in the assessment are provisional till it is approved by the Exam Board. Viva will be conducted when required. Submission date: Week 9 Part 1: (50 marks) Q1. Critically evaluate the strategic importance of salary survey to an organisation. Clearly discuss any two types of data gathered in a salary survey. (20 marks) Q2. Evaluate how an organisation could use compensation as a means to gain competitive advantage. (15 marks) Q3. Examine three responsibilities of human resource manager in compensation management. (15 marks) BUSS 1703 (OP) Page 1 of 6 Compensation and Performance Management (BUSS 1703)-CW1-Spring-17-QP Part 2: (40 marks) ... U G Compensation and Performance Management (BUSS 1703)-CW1-Spring-17-QP Part 2: (40 marks) Case Study Abdullah Ali was recruited as an executive manager in Oman Construction LLC three years ago. His role . included performing duties relating to administrative work in the company. He was performing very well. In the performance appraisal 2015, he scored "1 - Excellent". The company has a rating scale of 1 to 5 (1 - Excellent, 2-Outstanding, 3-Acceptable, 4-Poor, 5-Not acceptable). Only those in the outstanding and excellent category are eligible for a salary raise. Due to increase of prices in 2016, total costs were increased and many job positions were terminated because of the economic problems. Those who stayed in the company were to handle different tasks to their usual workload. For Abdullah Ali, he was asked to add on other duties including procurement to his daily responsibilities. Because of his new responsibilities and work load, his performance reduced to "3 - acceptable" at the end of the year. On the other hand Abdullah Ali expects an increase in his salary. Suppose that you are the HR manager of Oman Construction LLC. How do you deal with the situation? Please use appropriate referencing to support your position and advice. Please answer the following questions: : Q1. Discuss performance appraisal based on performance versus based on effort. How does that relate . . to this case? (10 marks) Q2. Why does Abdullah Ali think he deserves a raise in salary? Do you think he has a right to do so, and why? (10 marks) Q3. Being the HR manager, can you give Abdullah All the salary raise? (10 marks) Q4. Discuss different reward options that you can use instead of the salary raise. (10 marks) BUSS 1703 (OP) Page 2 of 6 Compensation and Performance Management (BUSS 1703) -CW1-Spring-17-QP Evaluation Criteria Marks allotted Introduction 5 Part 1 20 01. Critically evaluate the strategic importance of salary survey to an organisation. Clearly discuss any two types of data gathered in a salary survey. Q2. Evaluate how an organisation could use compensation as a means to gain competitive advantage. Q3. Examine three responsibilities of human resource manager in compensation management. 15 15 Compensation and Performance Management (BUSS 1703)-CW 1-Spring-17-QP obtained. For example, in an assessment that carries a maximum of 50 marks, suppose a student were to obtain 30 marks for the resubmitted work, the final marks for that assessment will be 22.5 (after deducting 25% of the marks actually obtained for the resubmitted work). c. Period of resubmission: The student will have to resubmit the work one week from the date he : or she is advised to resubmit. For example, if the formal advice to resubmit was communicated to the student on a Sunday (latest by 5 pm), the student will have to resubmit the work latest by next Sunday 5 pm. d. If the re-submitted work is also detected to be plagiarized, then the work will be awarded a zero e. Resubmission of the work beyond the maximum period of one week will not be accepted and the work will be awarded a zero. B. Any further offence of plagiarism . a. If any student is again caught in an act of plagiarism during his/her course of study (either in the same module, same semester or in any other semester), the student will directly be awarded zero for the work in which plagiarism is detected. In such cases, the student will not be allowed to re-submit the work. C. Guidelines a. Type 1: In case plagiarism is detected in any component or part submission (submitted at different times) of one assessment (assignment), the deduction in marks will be applicable for the whole assessment (assignment), even if only the component or part submission alone needs to be resubmitted b. Type 2: In case plagiarism is detected in a group assessment, all students of the group will be considered as having committed an act of plagiarism irrespective of whether plagiarism is on account of the act of all or a few or only one member. The policy will then be applied to all students. C. Type 3: Combination of Type 1 and Type 2: In case plagiarism is detected in any component or part submission (submitted at different times) of a group assessment (assignment), the deduction in marks will be applicable for the whole assessment (assignment), even if only the component or part submission alone needs to be resubmitted. All students of the group would be considered as having committed an act of plagiarism irrespective of whether plagiarism is on account of the act BUSS 1703 (QP) Page 5 of 6 Compensation and Performance Management (BUSS 1703)-CW 1-Spring-17-QP - of all or a few or only one member. The policy will then be applied to all the students of the group. d. Type 4: Variation of Type 1 and Type 2: In cases where the assessment consists of components or part submissions that could be a group assessment component(e.g. group assignment) and an individual assessment component(e.g. individual reflection), the following will be applicable: 1. If plagiarism is detected in the group assessment component, all students of the group will be considered as having committed an act of plagiarism, irrespective of whether plagiarism on account of the act of all or a few or only one member. The policy will then be applied to all students of the group. In such cases the group assessment component will be resubmitted as per the policy. 2. If plagiarism is detected in the individual assessment component, the individual assessment component will be resubmitted as per the policy. The policy will then be applied to that student Compensation and Performance Management (BUSS 1703)-CW1-Spring-17-QP Instructions for the assignment: 1. The assignment should have a cover page, table of contents, and introduction. 2. Total words count should not exceed 4000 words. 3. Use headings, diagrams, and brief tables if appropriate to illustrate points and to support your arguments. 4. Structure and development. Ensure that what you write makes a direct contribution to the . a question and try to avoid general or irrelevant information 5. Support arguments with relevant journal articles, books etc. 6. The report should be done in Word, font size 12, font style Times New Roman, text color black, colours can be used ONLY in appendices, main body of the report should be black and white. 7. Referencing: You should demonstrate your reading in the subject area in your work through references. Remember to credit all sources of information that you use, in your text and in the references. (Please use Harvard style of referencing). 8. Appendices: You may attach appendices to your work, if you think they are necessary - they will not be included in the word-count. 9. Last date of submission: week 9 10. The assignment should be submitted on time through Moodle. Late submission shall be penalised as per the norms of MEC. 11. Late Submissions: Penalty for late submission: 5% of the maximum mark specified for the assessment will be deducted for each working day 12. Feedback will be given through Moodle and in the timeline as stated in MIG. 13. Plagiarism Policy As per MEC policy, any form of violation of academic integrity will invite severe penalty. Plagiarised documents, in part or in whole, submitted by the students will be subject to this , policy. A. First offence of plagiarism a. A student will be allowed to re-submit the assignment once, within a maximum period of one week. However, a penalty of deduction of 25% of the marks obtained for the resubmitted work , % will be imposed b. Mark deduction: When the work is resubmitted, the marking will be undertaken according to the marking criteria. In compliance with this policy, the 25% deduction is then made on the marks BUSS 1703 (OP) Page 4 of 6 6 Compensation and Performance Management (BUSS 1703)-CW1-Spring-17-QP ) obtained. For example, in an assessment that carries a maximum of 50 marks, suppose a student were to obtain 30 marks for the resubmitted work, the final marks for that assessment will be 22.5 (after deducting 25% of the marks actually obtained for the resubmitted work). c. Period of resubmission: The student will have to resubmit the work one week from the date he or she is advised to resubmit. For example, if the formal advice to resubmit was communicated to the student on a Sunday (latest by 5 pm), the student will have to resubmit the work latest by next Sunday 5 pm d. If the re-submitted work is also detected to be plagiarized, then the work will be awarded a zero. e. Resubmission of the work beyond the maximum period of one week will not be accepted and the work will be awarded a zero. B. Any further offence of plagiarism
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Part one
Question 1
Salary surveys help in the provision of the necessary audience data that is used in
building competitive pay structures for the organization. The two primary objectives of wage
surveys are to ensure that team plans are equitable and that the plans are competitive externally.
Salary surveys thus helps in both compensation and in benchmarking (Bussin, 2002, 12-15)
Salary surveys contribute to measuring the organizational competitiveness on the pay
audience and in providing the information needed in salary benchmarks. This is important to the
organization when it comes to both particular industry pay and general pay especially in a
situation where the organization is involved in several plays
Salary surveys help in the setting of internal compensation policies to the group. In
addition to these policies, salary surveys helps in setting of the right optimal salaries for each job
and in keeping the desired position on the audience pay as the compensation strategy of the
organization defines

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Salary surveys also are also important to the organization because they provide the
required information concerning the average salary review and in the allocation of the wage
growth into a specific job position across the affected organization. In such a case, salary surveys
are used as a tool that identifies the key areas of employment in the organization because
competitors always try to protect they key job positions as it is seen in most of the salary surveys
A salary survey also helps the team with the needed information concerning the emerging
trends in both benefits and compensation areas. Most of the surveys also tend to bring addition
information such as the average number of employees per manager, the average service length
for a given company and even the number of promotions that an organization should have in a
specified period.
Two types of data gathered in a salary survey
Base salaries
This refers to a fixed amount of money that an organization pays to its employees in
exchange for the work performed. This salary does not include bonuses and benefits or any other
potential compensation from the organization. In most cases, this salary is paid to the employees
in biweekly paychecks.
During compensation survey, the organization looks at data like annual base salary and
total annual compensation mean. The organization also should look at basic pay net or gross. In
annual salary mean, the group is concerned with the amount per year or per hour that it pays its
employees. Total pay, on the other hand, is a representation of the wages received. It is a
description of the core salary of the employees and additional income and earnings. In a situation

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where a given employee has worked overtime or has been receiving incentive bonuses, the
amount will appear on the gross salary data.
Salary ranges
This refers to the established range of pay that organization establishes to pay to its
employees who perform a given a particular function or job. In most cases, a salary range has got
a minimum rate of remuneration and a maximum speed of pay and even a series of mid range
fund opportunities
When conducting a compensation salary survey, the organization need to look at data like
average salary, the range of set-off and even the pay band. On the data affecting the average
wage, the team should look at the median income of workers in a given period. The range of
compensation data on the hand, the organization should look at wages and salary that the
organization pays its employees for the work they do. During salary survey, the team needs to
consider financial compensation ranks in the employee hierarchy of the requirements of the
employees.
Question 2
Competitive advantage in the area of compensation does not involve going above the pay
audience through paying better bonus and salary to the organizational employees. According to
most human resource managers, offering better payment to organization workers is an effective
strategy that gives such companies the competitive advantage. This is false. Companies need to
do higher personnel expenses during recessions and crisis. This may bring about competitive
disadvantage to compensation as compensation strategy needs to be quickly redesigned so that

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the organization can continue its operations and influence the overall satisfaction of its
employees.
The group can set a higher position that the median on the pay audience to as to gain
competitive advantage, especially for smaller companies. This is done because these
organizations have to fight for the best talents with prominent agencies in the same industry.
The group also gains competitive advantage by keeping a long-term higher pay audience
position with higher margins. This helps the companies that have got excellent brand names in
employing the best of the best employees in the industry.
Organizations also gain competitive advantage through strategic pay audience positions
for may job positions. A competitive edge in compensation may be set mainly for the major job
positions in an organization. This strategy is very cheap as the remaining employees can be kept
in line with the pay audience median or even be maintained below the overall median. All the
organization needs to do is to reach a consensus concerning its key job positions.
The team can also gain a competitive advantage by differentiating its compensation
strategy and setting different levels of payment for its critical job positions. This helps such
organization to save the personnel expenses. Such organizations are also able to protect their key
employees. This strategy does not automatically protect the organization key employees; it only
help in supporting the organizational managers and other processes of the Human Resource
because the employees always feel very satisfied with their salaries
The competitive strategy for the corporate key job positions is in most cases the best
strategy for mature organizations that do not grow aggressively. It is also important for
organizations that majorly focus on their product innovations. The key employees bring out

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changes while the rest are paid reasonably enough by the content of the jobs they have
performed.
High skilled employees that an organization employs as a result compensation allows the
managers to offer high-quality products at low prices compared to those of the competitors. Such
a case is usually evident in the luxury product and services and in the firms that compete by the
quality of goods and services they provide. Even though it may cost much for the organization to
recruit and either train or retrain high skilled employees who can add value to the organization
products, such costs can be quickly passed on to the consumers through premium pricing.
Compensation also offers the competitive advantage to a team that has their competitive
advantage based on operational effectiveness. Skilled employees in such organizations usually
look for ways in which they can reduce internal costs while at the same time increasing the
operating merging of the body. A strong internal culture that is marked by high employee morale
and engagement can help in improving productivity and increase the profit (Falcone, 2007, 3741)
Question 3
Compensation managers are charged with the role of researching, maintaining and
establishing pay systems of the organization. On top of this, compensation managers can also
oversee the performance of the evaluation system of the body depending on the needs of the
organization. Benefit managers may as well be involved in handling the employee benefits.
The first role of set-off managers is conducting a research and then scrutinizing general
factors such as policies of the government, changes being experienced in the tax structures and
even the condition of the audience. This he...


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