Chapter 1 Flashcards

1
Q

What is compensation for employers?

A

> For most employers, compensation is a major part of the total cost of running a business, and often it is the single largest part of operating cost.

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2
Q

How people view compensation affects what?

A

> how they behave at work

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3
Q

Some people view pay as a measure of what? (Society’s perspective)

A

> a measure of justice

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4
Q

Economists have identified a number of contributing factors to wage determination. What are three?

A

1) human capital (work experience, education, and tenure),

2) demographic characteristics (marital status, having children living at home)

3) and job characteristics (industry, size of establishment, and type of work).

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5
Q

There are a few observations of what may have contributed to the gender wage gap- what are three?

A

1) at women are more likely to study health and education, whereas men are more likely to study engineering and other technology fields

2) women are more willing than men to adjust their work location and hours to take care of young children and elderly parents, and to do most if not all of the “unpaid” housework

3) nearly one in three women work in sales and service occupations, whereas men are likely to work in construction trades, in transport, and as equipment operators

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6
Q

In terms of the gender gap in median earnings of full-time employees, how does Canada rank in comparison to other OECD countries?

A

> Canada is definitely doing better than countries like Korea and Japan, but worse than the United Kingdom, France, and Italy.

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7
Q

Job losses (or gains) within a country over time are partly a function of what?

A

> relative labour costs (and productivity) across countries.

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8
Q

Canadians worry about losing manufacturing jobs to what countries? What other jobs are starting to be sent overseas?

A

> Mexico, China, and even the United States.

> Increasingly, white-collar work in areas like finance, computer programming, and legal services are also being sent overseas

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9
Q

What is the perspective of compensation from stockholders/shareholders?

A

> those who provide equity for the operation of businesses, compensation matters.

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10
Q

What is the stockholder debate surrounding using shares to pay employees?

A

1) some stockholders believe that using stock (shares of the company) to pay employees creates a sense of ownership that will improve performance (think WestJet), which will in turn increase stockholder wealth.

2) Others argue that granting employees too much ownership dilutes stockholder wealth and sometimes may not incentivize the behaviour as one originally intends.

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11
Q

Stockholders also have an interest in what kind of compensation?

A

> executive compensation

> (by paying executives on the basis of company performance measures such as shareholder return)

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12
Q

Compensation should supposedly be tied to what?

A

> Compensation should supposedly be tied to performance.

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13
Q

From the perspective of the managers, compensation directly influences what?

A

> their success

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14
Q

What are the two ways that compensation directly affects management success?

A

1) First, it is a major expense that must be managed.

2) a manager uses it to influence employees’ attitudes and behaviours and to improve organizational performance.

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15
Q

Studies show that in many enterprises, labour costs account for more than what percent of total costs? Can it be higher?

A

> 50%
In some industries, such as financial or professional services, or in education and government, this figure can be even higher

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16
Q

The amount and the way people are paid affects what aspects?

A

> affects the quality of their work, their attitude toward customers, their willingness to be flexible or learn new skills, or suggest innovations, and even their interest in unions or pursuing legal action against their employer.

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17
Q

Employees may view compensation what?

A

> as the return in an exchange between their employer and themselves,

> as an entitlement for being an employee of the company,

> as an incentive to take/stay in a job and invest in performing well in that job,

> or as a reward for performing well in the job.

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18
Q

What is compensation to employees ultimately?

A

Compensation is their return on those investments and contributions.

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19
Q

In some circumstances, employees in large countries withstate-owned enterprises (e.g., China) and in highly regulated countries (e.g., Sweden) sometimes believe their pay is what?

A

> is an entitlement—their due, regardless of their performance or that of their employers.

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20
Q

In English, compensationrefers to:

A

> something that counterbalances, offsets, or makes up for something else.

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21
Q

In China, the traditional characters for the word compensationare based on what?

A

> the symbols for logs and water—compensation provides the necessities in life.

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22
Q

In today’s China, however, the reforms of the last decades have led to the use of a new word, dai yu, which refers to what?

A

> Refers to how one is being treated—wages, benefits, training opportunities, and so on.

> When people talk about compensation, they ask each other about the dai yu in their companies.

> Rather than assuming that everyone is entitled to the same treatment, the meaning of compensation now reflects a broader sense of returns as well as entitlement.

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23
Q

Compensation in Japanese is kyuyo, which is made up of two separate characters (kyu and yo), both meaning what?

A

> Compensation in Japanese is kyuyo, which is made up of two separate characters (kyu and yo), both meaning “giving something”

> TCompensation in Japanese is kyuyo, which is made up of two separate characters (kyu and yo), both meaning

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24
Q

What does compensation mean in modern Japan?

A

> Today, business consultants in Japan try to substitute the word hou-syu, which means reward and has no association with notions of superiority.

> The many allowances that are part of Japanese compensation systems translate as teate, which means “taking care of something.”

> Teate is regarded as compensation that takes care of employees’ financial needs. This concept is consistent with the family, housing, and commuting allowances still used in many Japanese companies.

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25
Q

What is the defined definition of compensation?

A

> Compensation refers to all forms of financial returns and tangible services and benefits that employees receive as part of an employment relationship.

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26
Q

How are the returns that people receive from work catgeorized?

A

> They are categorized as total compensation and relational returns.

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27
Q

What are relational returns?

A

> The relational returns (learning opportunities, recognition and status, challenging work, and so on) are the psychological returns people believe they receive in the workplace.

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28
Q

What are 4 types of relational returns?

A

1) Recognition and Status
2) Employment security
3) Challenging work
4) Learning opportunities

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29
Q

What are total compensation returns?

A

> total compensation is more transactional and includes pay received directly as cash (e.g., base pay, merit increases, incentives, cost-of-living adjustments), stock, and indirectly as benefits (e.g., pensions, healthcare and life insurance, programs to help balance work and life demands).

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30
Q

What does total rewards include?

A

> total rewards include cash compensation, benefits, and relational returns.

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31
Q

What are two components underneath the total compensation umbrella?

A

1) Cash compensation
2) Benefits

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32
Q

Provide 4 examples of cash compensation:

A

1) Base pay
2) Merit/cost of Living
3) Short-term incentives
4) long-term incentives

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33
Q

Provide 3 examples of benefits:

A

1) Life/health/disability insurance and pension
2) work/life programs
3) allowances

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34
Q

What is base pay (wage/salary)

A

> Base pay—wage or salary—is the cash compensation an employee receives for the work performed

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35
Q

What does base pay reflect?

A

> Base pay tends to reflect the value of the work or skills

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36
Q

What does base pay ignore?

A

> generally ignores differences attributable to individual employees.

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37
Q

Some pay systems set base wage as what?

A

> set base wage as a function of the skill or education an employee possesses; this is common for engineers and schoolteachers

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38
Q

A distinction is often made between a wage and a salary, what is it? Provide an example of how people are paid with this distinction.

A

> the latter referring to pay expressed at an annual or monthly rate rather than hourly.

> Managers and professionals are usually paid a salary.

> In contrast, workers who are covered by overtime are likely to have their pay calculated on an hourly basis.

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39
Q

Most Canadian organizations use what kind of pay increases?

A

> merit pay increases

40
Q

What are merit pay increases?

A

> Merit increases are given as increments to the base pay in recognition of past work behaviour.

> Some assessment of past performance is made, with or without a formal performance evaluation program, and the size of the increase varies according to performance.

41
Q

In recent years, average merit increases have averaged around what number?

A

> 2.5%

42
Q

What is a cost-of-living adjustment (COLA)

A

> a cost-of-living adjustment (COLA) gives the same percentage increase to everyone regardless of performance levels to maintain pay levels relative to increases in the cost of living.

43
Q

Incentives (or variable pay) tie pay increases to what?

A

> tie pay increases directly to performance.

> Incentives can be tied to the performance of an individual employee; a team of employees; a total business unit; or some combination of individual, team, and unit.

44
Q

What are 4 ways that incentives differ from merit increases?

A

> First, incentives are tied to objective performance measures (e.g., sales) usually in a formula-based way, whereas a merit increase typically relies on a subjective performance rating.

> Second, incentives do not increase the base wage and so must be re-earned each pay period.

> Third, the potential size of the incentive payment willgenerallybe known beforehand, whereas merit pay programs evaluate the past performance of an individual and then decide on the size of the increase.

> Fourth, incentives explicitly try to influence future performance whereas merit recognizes past performance.

45
Q

What can the performance objectives of incentives be?

A

> The performance objective may be expense reduction, volume increases, customer satisfaction, revenue growth, return on investments, or increases in total shareholder value—the possibilities are endless.

46
Q

Why are incentives referred to as variable pay?

A

> Because incentives are one-time payments, they do not have a permanent effect on labour costs.

> When performance declines, incentive pay automatically declines, too.

> Consequently, incentives are frequently referred to as variable pay.

47
Q

Long-term incentives are intended to focus on what?

A

> Long-term incentives are intended to focus employee efforts on multiyear results. Typically they are in the form of stock ownership or options to buy stock at a predetermined price.

48
Q

What are stock options often used for when they are a long-term incentive?

A

> Stock options are often the largest component in an executive pay package.

49
Q

What are some common benefits:

A

> Health insurance, dental insurance, pensions, and life insurance are common benefits. They help protect employees from the financial risks of daily life.

50
Q

How are benefits currently being regarded in relation to compensation?

A

> Because the cost of providing benefits has been rising, they are regarded as an increasingly important form of compensation.

51
Q

What are work/life programs (benefits):

A

> Work/life programs that help employees better integrate their work and life responsibilities include time away from work (e.g., vacations, jury duty), access to services to meet specific needs (e.g., drug counselling, financial planning, referrals for child- and eldercare), and flexible work arrangements (e.g., telecommuting, non-traditional schedules, non-paid time off).

52
Q

Why are work/life programs being given priority right now?

A

> Responding to the tight labour market for highly skilled employees and the changing demographics of the workforce (e.g., two-income families that demand employer flexibility so that family obligations can be met), many Canadian employers are giving higher priority to these forms of benefits.

53
Q

Why are allowances given out?

A

> allowances often grow out of whatever is in short supply.

> In Vietnam and China, housing (dormitories and apartments) and transportation allowances are frequently part of the pay package.

> i.e. company car…

54
Q

What kind of effects do compensation have?

A

> compensation decisions have a temporal effect

55
Q

Explain the temporal effect of compensation decisions:

A

> A present value perspective shifts the choice from comparing today’s initial offers to the consideration of future bonuses, merit increases, and promotions.

> Some employers claim that their relatively low starting offers will be overcome by larger future pay increases. In effect, they are selling the present value of the future stream of earnings.

> But few candidates apply that same analysis in calculating the future increases required to offset the lower initial offers.

56
Q

What are non-financial relational returns:

A

> recognition and status, employment security, challenging work, and opportunities to learn.

> Other relational returns might include personal satisfaction from successfully facing new challenges, teaming with great co-workers, and the like

57
Q

How should organizations be though of ? When is that analogy useful?

A

> Sometimes it is useful to think of an organization as a network of returns created by all these different forms of pay, including total compensation and relational returns.

> In the same way, the network of returns is more likely to be useful if bonuses, development opportunities, and promotions all work together.

58
Q

What are the three basic building blocks of the pay model? (objectives)

A

> It contains three basic building blocks: (1) the strategic compensation objectives, (2) the strategic policies that form the foundation of the compensation system, and (3) the techniques of compensation.

59
Q

What drives the compensation system?

A

> objectives

60
Q

Pay systems are designed and managed to achieve what?

A

> strategic objectives

61
Q

What are the basic objectives of a pay model?

A

> efficiency, fairness, and compliance with laws and regulations and ethics.

62
Q

What is efficiency (basic objective):

A

> Efficiency can be stated more specifically: (1) improving performance, increasing quality, and delighting customers and stockholders, and (2) controlling labour costs.

63
Q

What is a fudamental objective of pay systems?

A

> Fairness is a fundamental objective of pay systems.

63
Q

Describe compliance as a pay objective:

A

> Compliance as a pay objective involves conforming to various federal, provincial, and territorial compensation laws and regulations.

> regulation/law changes pay systems to ensure compliance

63
Q

What is procedural fairness? What about distributive fairness?

A

> Procedural fairness refers to the process used to make decisions about pay

> t suggests that the way a pay decision is made may be as important to employees as the result of the decision (distributive fairness)

64
Q

What do objectives guide in a pay system?

A

> objectives guide the design of the pay systems

> They also serve as standards for judging the success of the pay system

65
Q

How do you reach objectives in a pay system?

A

> Policies and techniques are the means to reach the objectives.

66
Q

What are the 4 strategic policy decisions?

A

(1) internal alignment,

(2) external competitiveness,

(3) employee contributions, and

(4) management of the pay system.

67
Q

What do policies serve in the pay system?

A

> These policies form the foundation on which pay systems are built.

> They also serve as guidelines for managing pay in ways that accomplish the system’s objectives.

68
Q

What is internal alignment (strategic policy)?

A

> Internal alignment refers to pay comparisons between jobs or skill levels inside a single organization.

> Internal alignment refers to the pay rates both for employees doing equal work and for those doing dissimilar work.

69
Q

Internal alignment policies, or pay relationships within an organization, relate what?

A

> relate to all the compensation objectives

70
Q

How is fairness affected in compensation?

A

> Fairness is affected by employees’ comparisons of their pay to the pay of others in the organization.

71
Q

How is compliance affected in compensation?

A

> Compliance is affected by the basis used to make internal comparisons.

72
Q

What is basic fairness provided by?

A

> provided by Canadian human rights laws, which make it discriminatory and illegal to make pay decisions on the basis of race, gender, age, and other grounds.

73
Q

What is external competitiveness?

A

> External competitiveness refers to compensation relationships external to the organization (i.e., compared with competitors).

74
Q

What is a market driven pay system? How can it be interpreted?

A

> that is, based on what competitors pay.

> However, “market driven” gets translated into practice in different ways.

> Some employers set their pay levels higher than those of their competition, hoping to attract the best applicants.

> Of course, this assumes that someone is able to identify and hire the “best” from a pool of applicants.

75
Q

External competitiveness decisions—both how much and what forms—have a twofold effect on objectives describe them.

A

(1) they ensure that the pay is sufficient to attract and retain employees—if employees do not perceive their pay as competitive with what other organizations are offering for similar work, they may leave—and

(2) they control labour costs so that the organization remains competitive in the global economy.

76
Q

Thus, external competitiveness directly affects what two objectives?

A

> directly affects both efficiency and fairness

77
Q

What do employee contributions?

A

> This refers to the relative emphasis placed on performance.

78
Q

The degree of emphasis placed on performance is an important policy decision, why?

A

> because it directly affects employees’ attitudes and work behaviours.

79
Q

Employers with strong pay-for-performance policies put greater emphasis on what?

A

> put greater emphasis on incentives and merit pay. Starbucks emphasizes stock options and sharing the success of corporate performance with its employees.

80
Q

Recognition of contributions also effect what objective?

A

> Recognition of contributions also affects fairness, because employees have to understand the basis for judging performance to conclude that their pay is fair.

81
Q

The external competitiveness and employee contribution decisions should be made in what way?

A

> jointly.

82
Q

What is the last building block in the pay system ?

A

> A policy regarding management of the pay system is the last building block

83
Q

What ties the four basic policies to pay objectives?

A

> pay techniques

84
Q

The three main components of the pay model are (Summary)

A

> are the objectives of the pay system, the policy decisions that provide the system’s foundation, and the techniques that link policies and objectives.

85
Q

What are the four policy decisions:

A

> internal alignment, external competitiveness, employee contributions, and management

86
Q

From the societal perspective, compensation is viewed how?

A

> is viewed as a measure of justice as well as a cause of increased taxes and price increases.

87
Q

How do stockholders view compensation?

A

> Stockholders believe that paying employees in stock creates a sense of ownership that will improve organizational performance.

88
Q

How do managers view compensation?

A

> Managers view compensation as a major expense and a means to influence employee behaviour.

89
Q

How do employees view compensation?

A

Employees view compensation as a entitlement, a return on their investments, or a reward for a job well done.

90
Q

The internal structure techniques associated with alignment are what?

A

> are job analysis, job descriptions, and evaluation/certification

91
Q

What are the pay structure techniques?

A

> The pay structure techniques associated with competitiveness are market definitions, surveys, and pay policy lines.

92
Q

What are incentive program techniques?

A

> The incentive program techniques associated with contributions are seniority based, incentives, and merit guidelines.

93
Q

The evaluation techniques associated with management are

A

> cost, communication, and change.