Devry HRM 598 Full Course Latest

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Devry HRM 598 Full Course Latest

 

Devry HRM 598 Week 1 Discussion 1 & 2 Latest

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WEEK 1: COMPENSATION DEFINITION AND SYSTEMS

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What is your definition of compensation? How do perspectives on compensation differ, and why does that matter? What forms of pay are used in your organization, and are they effective in motivating performance?

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WEEK 1: COMPENSATION STRATEGIES AND ORGANIZATIONS

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Look at the compensation strategies of Google, Nucor, and Merrill Lynch (see Exhibit 2.1 in the text). Discuss these companies’ compensation strategies, and see whether there is a fit between organization and strategy (See Exhibit 2.1 in the text and check out these companies’ websites, etc.). Are the business conditions, customers served, and employee skills the same for each? If not, how are they different? What are the compensation strategies used by your organization (or the last company you worked with)?

 

Devry HRM 598 Week 2 Discussion 1 & 2 Latest

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WEEK 2: JOB ANALYSIS

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Job analysis has been considered the cornerstone of human resource management. What is job analysis? Describe the job analysis process. What are some challenges with the job analysis process? How does it support managers making pay decisions?

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WEEK 2: INTERNAL CONSISTENCY

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What is a pay structure? Discuss the factors that influence internal pay structures. Based on your own experience and research, which factors do you feel are the most important? Why are these most important? What impact do they have on the design of the internal pay structures?

 

Devry HRM 598 Week 3 Discussion 1 & 2 Latest

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WEEK 3: EMPLOYEE INVOLVEMENT IN JOB EVALUATION

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What are the pros and cons of having employees involved in compensation decisions? What forms can employee involvement take? What types of involvement are there in compensation decisions in your organization?

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WEEK 3: THE JOB EVALUATION SYSTEM

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Consider several employers in your area, such as a college, hospital, retail store, auto dealership, or governmental agency. What compensable factors do you feel each of these employers would use to evaluate jobs? How would they go about identifying these factors? What factors does your organization use?

 

Devry HRM 598 Week 4 Discussion 1 & 2 Latest

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WEEK 4: MARKET SURVEYS

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What is a market survey? What factors determine the relevant market for a survey? Why is the definition of the relevant market so important?

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WEEK 4: SALARY RANGES AND PAY BANDS

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What are the differences between salary ranges or pay grades and pay bands? Why would you use either? What are the pros and cons of using them to achieve internal alignment? How do they help or hinder external competitiveness?

 

Devry HRM 598 Week 5 Discussion 1 & 2 Latest

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WEEK 5: PAY-FOR-PERFORMANCE APPROACHES

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Does your organization have a pay-for-performance system? If so, describe how it works. If your organization does not, discuss the type of plan they do have and whether or not you think they should have a pay-for-performance plan.

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WEEK 5: RATING PERFORMANCE EFFECTIVELY

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Which performance appraisal formats does your organization use? Given what you learned in the reading for this week, how could it be improved? Of all of the approaches found in the course reading for the week, which would you recommend as the best for your organization to use?

 

Devry HRM 598 Week 6 Discussion 1 & 2 Latest

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WEEK 6: EXECUTIVE AND OTHER SPECIAL GROUP PAY

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In 2008, Pratt estimated that executives received more than 360 times the pay of the average worker (as cited in Milkovich, Newman, & Gerhart, 2011). What are the components of executive compensation? Why are there so many societal concerns about executive pay today?

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WEEK 6: MANAGING COMPENSATION PROGRAMS

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Compensation programs are managed to ensure that the total compensation is aligned with organizational goals and strategies.There are a number of employees with the correct skill sets, and they are paid at the appropriate level and within a budget that is affordable to the organization. How can labor costs be managed? What tools are available to HR?

 

Devry HRM 598 Week 7 Discussion 1 & 2 Latest

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WEEK 7: HR’S LEGAL AND REGULATORY ENVIRONMENT

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Compensation programs are managed within a legal and regulatory environment. What are several laws that influence compensation programs in your organization? What rules and regulations are difficult for management to understand in your organization? What has your organization had to do to meet requirements of new or changed laws and regulations?

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WEEK 7: UNION INVOLVEMENT IN COMP PRACTICES

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Unions have a significant impact on compensation design. Union contracts and negotiations determine how compensation will function in many companies. How has the role of unions affected wage levels, structure of pay plans, and pay practices, such as differentials? What are some of the common compensation clauses found in union agreements?

 

Devry HRM 598 All Team Projects Latest

OBJECTIVES

The learning objective of the project is to give you the practical experience of designing a compensation structure for an organization, beginning with the actual creation of a business, staffing it, implementing the pay plan, and assessing performance. You will also gain experience in utilizing a project team.

RELATIONSHIP TO CASE STUDY MATERIALS

Some of the tools and approaches found in the Recovered Hardwood Products and Services Case Study used in this course will be of particular assistance to you in your team projects. See the examples in the lectures in Week 3 and Week 4. If you work on both the Case Study and the team project in a parallel fashion, it will be easier to complete your deliverables on time.

GETTING STARTED

You need to get started on this project as soon as possible, because it is quite a bit of work to complete in a short amount of time, and it will be imperative that you keep up. Do not wait until we have covered all of the material to get started. At a minimum, begin to familiarize yourselves with the online resources (O*NET and salary.com) as soon as possible to begin the job description processes.Good luck!

PROJECT PHASES

The project is designed in four phases.

  • Phase I: Develop a theme for the organization
  • Phase II: Write job descriptions and establish a point factor evaluation system
  • Phase III: Market data and merit program
  • Phase IV: Benefits and the compensation budget

Phase I: Develop a theme for the organization—ungraded, but required draft (due Week 2)

In this phase, you will establish a business.

  • What is the business (technical, professional, service, etc.)? Create your business, and give it a name.
  • Start developing a description of the organization (goals, strategy, culture, values, location, environment, and product or service).
  • Establish a staffing plan. Determine the positions needed. There is to be a minimum of 35 employees in the organization.
  • Think about the total compensation needs.
  • Develop an HR mission statement and objectives. This should express the company’s attitude toward hiring and retaining employees.

Phase II: Write job descriptions and establish a point factor evaluation system—ungraded, but required draft (begin in Week 3 and due in Week 4)

In this phase, you will write job descriptions, create an organizational chart, and rank the jobs.

  • Create a minimum of six benchmark job descriptions and six additional nonbenchmark job descriptions to serve as your internal jobs’ hierarchy. (See the note below regarding software to assist with this process.)
  • For each job description, you will want a standardized template.

Each job description should contain the following.

  • Scope of the position
  • Identify the job duties
  • Define the qualifications (education requirements, experience, skills, and other criteria).
  • Define the ADA requirements. Each job description should have ADA requirements defined per position. This should include the physical, mental, and environmental conditions per position.
  • Show placement of staff or departments in the organization chart.
  • Create a basic point method system. Identify what compensable factors will make up your evaluation criteria and their weights.Rank these jobs within the organization. Explain the methodology for your team project.

<pclass=”msonormal” style=”box-sizing: border-box; user-select: initial !important;”>Note: The website of the national occupational information network or O*NET www.onetcenter.org (Links to an external site.)Links to an external site. (Links to an external site.)Links to an external site. contains an excellent job description writer as well as all current U.S. job descriptions that can be used for both research in this phase as well as models for your submissions.

Phase III: Market Data and Merit Program—ungraded, but required draft (begin in Week 5 and due Week 6)

In this phase, you will collect market data.

  • Market Data
  • What is the competition?
  • What are the local demographics for the immediate area?
  • What is the job market like for the kinds of skills you will need? How hard or easy will it be to recruit and retain employees?
  • Find market data on your positions online to assist you in determining a pay grade structure. (see note below)
  • Establish a pay grade structure and pay grades for each position.
  • Set up pay grades with a minimum, midpoint, and maximum.
  • Explain how you set up your pay grades.
  • Assign pay grades to each position.
  • Performance Evaluations
  • Describe your performance evaluation.
  • Determine which type of performance evaluation you will use for each category of employees.
  • Design and include the performance appraisal forms that will support your system.
  • Develop a merit pay grid that supports your performance appraisal process. Explain the linkage from your performance appraisal to your merit system.

<pclass=”msonormal” style=”box-sizing: border-box; user-select: initial !important;”>Note: The website salary.com www.salary.com (Links to an external site.)Links to an external site. offers a media wage for the geographic area you have designated. These median wages can serve as alternatives to actual survey data.

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<pclass=”msonormal” style=”box-sizing: border-box; user-select: initial !important;”>Phase IV: Benefits and the compensation budget—part of the final document (due in Week 7)

In this phase, you will focus on benefits and the compensation budget.

  • What benefits will be offered with the company plan?
  • Develop a budget and projection for total compensation for five years. Project the costs for each program included in your plan for all phases in the project.
  • Consider your percentage of sales for the organization in year one through year five. You are not required to project the company sales volume. Will the company be able to maintain the sales increases to support your proposed pay increases annually?

TIMELINE

There is a definite timeline for when phases of the team paper are submitted.

Deadline Phase of Project Description of item
Week 2 Phase I Phase I is submitted by posting a draft document in your team discussion area at the end of Week 2. One document is submitted for the entire team.
Week 4 Phase II Phase II is posting a draft document in your team Discussion area at the end of Week 4.
Week 6 Phase III Phase III is also posting a draft document in your team Discussion area at the end of Week 6.
Week 7 Phase IV Phase IV is the final version of the team paper.

All four phases should be organized and forwarded to the instructor by the team leader in one MS Word document by the end of Week 7.

Your instructor will provide feedback on your draft work at the end of Phases I, II, and III. This will help you stay on track for the final project. Feedback will not be provided on your Phase IV draft.

Your team will get the feedback on the draft submissions of Phase I, Phase II, and Phase III, usually within 48 hours from the instructor. The main purpose of the draft submissions is so that the instructor can see that you are keeping on track with the project.The feedback, which will be brief, should help you stay on track for the final project. These three submissions are considered rough draft documents that are evolving and may be revised.

TEAMS

Your instructor will be assigning you to a team by Thursday of Week 1 and will be posting or e-mailing that information to you. You will be able to see your group thread set up in the Teams area in Week 8. By setting up your Discussion area in a separate location apart from the rest of the course, I can allow you access for the duration of the term, which makes it a lot easier to check back on directions and so forth. You will be able to talk to your teammates in this thread, and others will not be able to see your discussions (except me).

During the first week, after you have been assigned to a team, you will select a team leader and e-mail that person’s name to the instructor. This individual will take a particular interest in making sure that everyone gets an assignment and that all information is gathered and shared with the group on an ongoing basis.

In addition, the team leader will submit a Word document to the instructor by posting it as an attachment to a message in the team thread with a subject line that identifies the team and phase, such as “Team A Submission of Phase I” or “Team B Submission of Phase III.” These will be posted at the end of Week 2, Week 4, and Week 6, respectively, for the various phases so that the instructor can see that you are keeping on track with the project.

All team members are expected to fully participate in their team (such as regularly posting and communicating, setting expectations, communicating with the quality and quantity necessary, clarifying, sharing drafts, challenging other members’ thinking, reflecting on group processes, and making or supporting decisions), contribute substantially (such as researching, drafting findings, writing sections of project, reviewing others’ work, refining written work, taking the lead, proofing papers, and posting and submitting final work), and all members are responsible for clarifying expectations and regularly communicating with each other. Please make sure that you complete your drafts early enough in the process and allow sufficient time to revise and proof your papers. Remember that when you accept responsibility to lead an effort or a produce part of the project, the expectation is that you will fulfill that responsibility.

Devry HRM 598 Week 3 Case Study Latest

INTRODUCTION

Read the “Job Evaluation at Whole Foods” Case Study. The Whole Foods Market has completed a job analysis and written job descriptions for Job A thorough Job I.

Respond to the following.

  1. Evaluation of Jobs and Job StructureEvaluate the jobs listed in the Case Study and prepare a job structure based on its evaluation. Assign titles to jobs, and show your structure by title and job letter.
  2. Process, Techniques, and FactorsDescribe the process you went through to arrive at that job structure. The job evaluation techniques and compensable factors used should be described, and the reasons for selecting them should be stated.
  3. Evaluation of Job DescriptionsEvaluate the job descriptions. What parts of them were most useful? How could they be improved?

You will need to follow APA style and format and have a title page, brief introduction and conclusion, centered headings for major parts, page numbering and page headers, and a reference page. The Case Study should be approximately 4–6 pages in length.

 

Devry HRM 598 Week 4 Case Study Latest

Introduction

Compensation information is now widely available. Click on the website www.salary.com (Links to an external site.)Links to an external site. (Links to an external site.)Links to an external site. . This site provides free data on jobs, including job description, annual salary by zip code, distribution by quartiles of salary amounts, info on benefits, and so forth. The basic information that an organization would get if it bought a salary survey from a consultant or conducted its own salary survey can be found here.

This site provides pay data on hundreds of jobs in cities all over the U.S. in many different industries. Identify several jobs (at least three) of interest to you, such as accountant, financial analyst, product manager, stockbroker, or manager compensation. Select specific cities or use the national average. Obtain the median, the 25th and 75th percentile base wage, and the total cash compensation rates for each job.

Respond to the following questions.

Which jobs are paid more or less? Is this what you would have expected? Why, or why not? What factors could explain the differences in the salaries?

Do the jobs have different bonuses as a percentage of their base salaries? Why, or why not? What could explain these differences?

Do the data include the value of the stock options? What are the implications of this?

Read the job descriptions. Are they accurate descriptions for jobs that you would be applying for? Why, or why not? Are there jobs for which you cannot find an appropriate match? Why do you think this is the case?

Check out pay levels for these types of jobs in your school’s career office or other local or regional source. How does the pay for jobs advertised in your career office or other local or regional source differ from pay levels from other sources? Why do you think these differences exist?

How do you use this information while negotiating your salary in your job after graduation or when you apply for a different job? What data would you provide to support your asking price? What factors will influence whether or not you get what you ask for?

What is the relevant labor market for these jobs? How big are the differences between salaries in different locations?

For each job, compare the median salary to the low and high averages. How much variation exists? What factors might explain this variation in pay rates for the same job?

Look for a description of how the salary data are developed. Do you think it provides enough information? Why, or why not? Discuss some of the factors that might impair the accuracy of the data. What are the implications of using inaccurate salary data for individuals or companies?

With this information available for free, why would you bother with consultants’ surveys?

If you were a manager, how would you justify paying one of your employees, either higher or lower, than the results shown on this website?

In your conclusion, highlight one thing you learned that would help you in the future. Your paper should respond with one or two paragraphs for each question, and one brief paragraph each for an introduction and conclusion. You will need to follow APA style and format and have a title page, centered headings for each major part of the paper or question answered, page numbering and page headers, and a reference page.

 

 

Devry HRM 598 Week 8 Final Exam Latest

<pclass=”msonormal” style=”box-sizing: border-box; user-select: initial !important;”>HRM598 Week 8: Final Exam

<pclass=”msonormal” http:=”” =”” “=”” style=”box-sizing: border-box; user-select: initial !important;”>.0pt;mso-line-height-alt:9.85pt; background:white”>Question 1>(TCO A) The new CEO of your company, who just came from a competitor, has just asked you to discuss the organization’s compensation system. As the compensation manager, you tell him about the organization’s nearly 500 employees in about 70 different job titles who are located in three locations in L.A. He asks you to describe the strategy used to guide compensation system decisions. You explain that ordinarily, pay models are guided by several strategic policies. Describe what goals a compensation system should have and how four strategic pay policies apply to the organization.

Question 2 30 pts

(TCO B) Green Screen Technology, Inc. a leader in the motion picture graphics industry, is an 8-year-old southern California company. The Green Screen Technology is generally regarded as the most creative and initiative companies on the West Coast. It has been able to develop the forward-looking technology and attract some of the best employees available. As the compensation director, you have been asked to develop a job-based point evaluation plan for the organization.

Briefly describe a job-based point evaluation plan. Discuss four compensable factors that you would include in the job-based point evaluation plan. Be sure to define each factor, justify why you selected it, and provide the weights or scales that you would assign to it.

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Question 3 30 pts

(TCO B) You are the compensation manager for Middle Financial Services. The organization buys, repackages, and sells financial instruments. The organization’s five major units are sales and marketing, new products development, legal services and compliance, IT services, and management.

You need to develop a job evaluation plan for the organization. Describe the difference between person-based plans and job-based plans. Explain which one you would use. What factors would you consider? What is one advantage and disadvantage of each?

Question 4 30 pts

(TCO C) You are the new compensation manger in an established plastic silverware organization. As you become familiar with the organization, you find that there is a significant problem in turnover in two of the three units in the company. Exit interviews indicate that seasoned employees with good performance records are leaving for other companies. The HR director asks you to prepare a plan for dealing with the turnover problem.

In order to prepare your plan, what additional information would you like about the company? Given the information you have now, what competitive market pay policy would you recommend for the company to use? Identify four competitive market pay policies, describe them, and give an example of when each would be appropriate to use by an organization.

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Question 5 30 pts

(TCO D) You are a consultant who specializes in compensation. You are working with Midwest Highway, Ltd, a road construction company housing five plants that produce materials for road building. The CEO of the company wants to know what type of performance measurement tool should be used in its production facilities in the future. The main production job in the five plants (about 85 out of the total of 125) involves operation of machines that mix and form the surfacing materials. The production lines are well established and product lines are consistent. The job appears to you to be a low-level one with prescribed routines.

The CEO asks you the following question: Should we consider a straight ranking approach, a rating system such as a behavioral anchored rating scale (BARS), a management by objectives (MBO) format, or a 360-degree multirater approach? Describe the four types of performance assessment approaches. Recommend one and justify why you have chosen it.

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Question 6 30 pts

(TCO D) As the compensation manager of Westcotte Electronics, Inc., you just completed a continuing education workshop on performance appraisal. You are now concerned about validity and reliability of the process used in your organization.

In preparation for a training program for supervisors and managers, identify at least three common errors in the performance appraisal process and describe them. In addition, describe steps to minimize these errors.

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Question 7 30 pts

(TCO H) You are a compensation consultant working with a Top 100 bank on the east coast of the United States. The Board of Directors of the bank is in the process of hiring a new CEO. They indicate that they are concerned about public perception. You are invited to a compensation committee meeting to recommend an executive compensation strategy.

Describe the components of an executive compensation plan, and explain how these components can help support the organizational strategy.

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Question 8 30 pts

(TCO G) As HR Director, you have implemented a series of brown bag lunches for the HR staff members on things that will help them understand the legal and regulatory environment of human resources. You will be conducting the first one on the Fair Labor Standards Act (FLSA) because it is probably the most comprehensive and far-reaching legislation that affects compensation.

Describe the four key requirements and why they are important in compensation.

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Question 9 30 pts

(TCO E) As a compensation consultant, you have been asked by a client organization to brief their management group on incentive plans like gain-sharing and profit-sharing plans.

Briefly describe what gain-sharing and profit-sharing plans involve. What conditions should exist prior to implementation to make it easier to implement? What are the advantages and disadvantages of group incentives like gain-sharing and profit-sharing plans?

 

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Devry HRM 598 Full Course Latest

Best Devry HRM 598 Full Course Latest

Devry HRM 598 Full Course Latest