1. Human Resource Management: Gaining a Competitive Advantage Chapter 10 Pay Structure Decisions Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin

2. Learning Objectives  List major decision areas and concepts in employee compensation management.  Describe major administrative tools used to manage employee compensation.  Explain the importance of competitive labor-market and product-market forces in compensation decisions.  Discuss the significance of process issues such as communication in compensation management. 11-2

3. Learning Objectives  Describe new developments in pay structure designs.  Explain where U. S. stands on pay issues from an international perspective.  Explain reasons for executive pay controversy.  Describe the regulatory framework for employee compensation. 11-3

4. Introduction Employer’s View: Pay is critical in attaining strategic goals. Pay impacts employee attitudes and behaviors. Employee compensation is significant organizational cost. Employee’s View: Policies having to do with wages, salaries, and other earnings affect their overall income and thus their standard of living. Both level of pay and fairness compared with others’ pay are important. 11-4

5. Developing Pay Levels  Pay structure - relative pay of different jobs and how much they are paid (pay level).  Pay level - average pay, including wages, salaries and bonuses.  Pay policies are attached to jobs, not individuals. 11-5

6. Developing Pay Levels – Market Pressures 2 Competitive Market Challenges in Pay Decisions: 1.Product-market competition –challenge to sell goods and services at a quantity and price that will bring a return on investment. 2.Labor-market competition –amount an organization must pay to compete against other organizations that hire similar employees. 11-6

7. Product MarketV. Labor Market Comparisons Product-market comparisons will be more important when: Labor costs represent a large share of total costs. Product demand is elastic.(Flexible) The supply of labor is inelastic. Employee skills are specific to the product market. Labor-market comparisons will be more important when: Attracting and retaining employees is difficult. The costs of recruiting are high. 11-7

8. 3 reasons why Employees are a Resource  A philosophy that considers employees to be an investment that will yield valuable returns.  Controlling costs through noncompetitive pay can result in low employee productivity and quality.  Pay policies and programs are one of the most important HR tools for encouraging desired employee behaviors and discouraging undesired behaviors. 11-8

9. Deciding What to Pay  Deciding pay levels is discretionary and is based on a broad range.  The organization has to decide whether to pay at, below, or above the market average.  Efficiency wage theory- wages influence worker productivity. 11-9

10. Market Pay Surveys  3 issues to determine before using pay surveys : 1.Which employers should be included in the survey? 2.Which jobs are included in the survey? 3.If multiple surveys are used, how are all the rates of pay weighted and combined? 11-10

11. Rate Ranges, Key and Non-key Jobs  Rate ranges- different employees in the same job that may have different pay rates.  Key jobs are benchmark jobs that have relatively stable content and are common to many organizations so that market-pay survey data can be obtained. (Important)  Non-key jobs are unique to organizations and cannot be directly valued or compared through the use of market surveys. 11-11

12. Developing a Pay Structure  3 Pay-setting Approaches: 1.Market Survey Approach - The greatest emphasis is on external comparisons. It bases pay on market surveys that cover as many key jobs as possible. 2.Pay Policy Line - A mathematical expression that describes the relationship between a job’s pay and its job evaluation points. 3.Pay Grades- Grouping jobs of similar worth or content together for pay administration purposes.  Range spread is the distance between minimum and maximum amounts in a pay grade. 11-12

13. Globalization, Geographic Region and Pay Structure  Pay structuresdiffer across countries in level and relative worth of jobs.  Although expatriate pay and benefits have been linked more closely to the home country, this link now appears to depend more on the assignment’s nature and length. 11-13

14. The Importance of Process: Participation and Communication Participation  Participation should involve those who will manage and be affected by the process.  Participation includes recommending, designing and communicating a pay program.  Typically, pay-level decisions are only made by top management. Communication  The effect of communication is likely to impact employees' perceptions of equity.  Managers must be prepared to explain why the pay structure is designed the way it is and to judge whether changes should be made to the structure. 11-14

15. Current Challenges  Job-based pay structures can create problems :  reinforces top-down decision making as well as status differentials.  bureaucracy, time and cost required to generate and update job descriptions can become a barrier to change.  job-based structure may not reward desired behaviors, where the knowledge, skills, and abilities needed yesterday may not be helpful today and tomorrow.  system encourages promotion-seeking behavior, but discourages lateral movement. 11-15

16. Current Challenges  3 Responses to Problems with Job-based Pay Structures: 1.delayer – reducing number of job levels within an organization to provide more flexibility in job assignments and in assigning merit increases. 2.moving away from linking pay to jobs toward building structures on skill, knowledge and competency. 3.Skill-based pay - paying individuals for skills they are capable of using rather than for the job they are performing. 11-16

17.  U. S. labor cost are high compared to newly industrialized and developing countries.  4 Factors Shifting Production to Other Countries: Non-labor considerations Productivity Unit Labor Costs &G.D.P. Stability Skill levels quality & productivity 11-17

18. Executive Pay  Executive pay has been given widespread attention in the press.  Executive pay accounts for a small proportion of labor costs.  Executives have a disproportionate ability to influence organizational performance.  Executives help set culture, so if their pay seems unrelated to organizational performance, employees may not understand why their pay should be at risk depending on the organization's performance. 11-18

19. Reasons for Executive Pay Criticisms  Some executives are very highly paid.  U.S. executives - best paid in the world.$2,000,000.00 per year  Ratio of executive pay to average worker pay creates a "trust gap" - workers do not trust executives' intentions and resent their pay. 11-19

20. Equal Employment Opportunity  (EEO) regulations prohibitssex and race-based differences in employment outcomes such as pay, unless justified by business necessity.  Organizations must also deal with changing labor market and demographic realities.  2 Trends Related to EEO: 1.increasing participation of women and nonwhites in the labor force. 2.proportion of wages in 2006 that women earn compared to men was 81 % and black to white earnings was 80 %. 11-20

21. Comparable Worth  Comparable worth (or pay equity) is a public policy that advocates remedies for any undervaluation of women's jobs.  Based on the idea that individuals should obtain equal pay, not just for jobs of equal content, but for jobs of equal value or worth.  Courts have consistently ruled that using the going market rates of pay is acceptable defense in comparable worth litigation suits. 11-21

22. Summary  Equity theory suggests that social comparisons are an important influence on how employees evaluate their pay.  Employees make external comparisons between their pay and the pay they believe is received by employees in other organizations which may have consequences for employee attitudes and retention.  Employees make internal comparisons between what they receive and what they perceive others within the organization are paid. These comparisons may have consequences for internal movement, cooperation, and attitudes (like organization commitment).  Such comparisons play an important role in the controversy over executive pay. 11-22

23. Summary, continued  Pay benchmarking surveys and job evaluation are tools used in managing pay level and job structure components of the pay structure.  Pay surveys permit organizations to benchmark their labor costs.  Globalization is increasing the need to be competitive in labor costs and productivity.  Pay structures is moving to fewer pay levels to reduce labor costs and bureaucracy and shifting from paying employees for narrow jobs to giving broader responsibilities and paying them to learn necessary skills. 11-23