Module 1: General Overview & Fundamentals of Compensation Flashcards

1
Q

the heart of the employer-employee relationship

A

Compensation programs

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2
Q

to be successful in globally competitive markets, private sector organizations require the development of ____

A

Competitive advantage

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3
Q

aimed at beating competitors in the market place and should be derived and anchored to the organization’s mission and vision

A

Business strategy

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4
Q

These are articulated in statements that reveal the nature, goals and values of the organization

A

Mission and Vision

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5
Q

_____ and _____ must be strategic in attracting, retaining and motivating employees

A

Human Resource and compensation policies

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6
Q

Compensation strategy should :

A
  1. support the mission
  2. Alignment to business objectives
  3. Drive engagement and performance
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7
Q

2 approaches in developing a total rewards strategy

A
  1. industry best practice
  2. company best fit
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8
Q

Less costly than customized plan as there is a less time spent in the up-front analysis, design, planning and implementation

A

Industry best practice

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9
Q

Required to conduct a detailed need analysis of internal and external environment

A

Company best fit

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10
Q

Customized solutions aligned to culture and corporate strategy

A

Company best fit

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11
Q

Turn- key solution that allows for quick implementation

A

Industry best practice

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12
Q

most costly are there is substantial investment in the up-front planning and time of internal and external resources

A

Company best fit

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13
Q

Off-the-shelf

A

Industry best practice

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14
Q

Everything that compromises the total work experience

A

Total Rewards

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15
Q

Bespoke

A

Company best fit

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16
Q

Benchmark against external data to ensure compensation levels and benefits match key competitors

A

Industry best practice

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17
Q

the broadest term that is used to describe what
an employer is willing to offer individuals in exchange for their continued
employment.

A

Total Rewards Package

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18
Q

rewards that are derived from the working environment such as opportunity for quality of work life, job satisfaction, job challenge, personal and professional development opportunities, sense of belonging, freedom to act, visionary leadership

A

Intrinsic rewards

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19
Q

rewards that people traditionally think of as compensation because they confer a reward that is financially measurable

A

Extrinsic rewards

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20
Q

Cash compensation

A

direct rewards

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21
Q

employee benefits and services that protect an employee’s income or contribute to enhance an employee’s standard of living

A

indirect rewards

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22
Q

refers to everything the comprises the total work experience with a particular employee

A

Total Rewards Package

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23
Q

Direct Rewards or Indirect Rewards: Pay for time worked & Performance Compensation

A

Direct Rewards

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24
Q

Direct Rewards or Indirect Rewards: Deferred cash value

A

Indirect Rewards

25
Direct Rewards or Indirect Rewards: immediate cash value
Direct Rewards
26
Least easily valued or costed; differing employee needs
Indirect Rewards
27
Not linked to performance
Indirect Rewards
28
Easily valued & measured; easier to ensure equity
Direct Rewards
29
Direct Rewards or Indirect Rewards: Cash compensation that creates an employee’s income and standard of living
Direct Rewards
30
Benefits & services that protect or enhance employee income
Indirect Rewards
31
Refers to the value of a job for pay rate rankings based on various degrees of: Skills, effort, responsibility and working conditions
Internatl equity
32
Decisions need to be made after reviewing compensation levels paid in other companies.
External equity
33
The sum of all the direct and indirect compensation elements, however mixed and balanced, used by a company to compensate its employees
Total Compensation
34
term that is frequently used to describe this process of comparing one organization's policies and practices to another
Benchmarking
35
emphasize base pay and health care benefits with little of the total compensation package allocated to shares, options and bonuses.
Security-driven pay mix
36
aims at encouraging employees to pursue team and personal performance improvements by putting more of their compensation "at risk"
Performance-driven pay mix
37
attractive to professional and managerial employees who believe more in the "work-to-live" philosophy as opposed to those who focus their lives around a "live-to-work" routine
Work-life balance pay mix
38
elements of an employer's compensation package that are designed to protect, replace, supplement and enhance earnings component of employment remuneration by addressing employee concerns and worries about certain future events of contingencies
Employee benefits
39
Benefit programs perform this function by:
1. Protecting the standard of living of employees and their dependents against loss of earnings, or savings, as the result of medical or financial expenditures. 2. Replacing employment income (sickness and disability benefits) 3. Supplementing employee earnings (profit sharing or capital accumulation options) 4. Improving employee status (enhanced work environment, special services and preferential tax treatment)
40
the special feature which distinguishes what we commonly refer to as employee benefit plans from "paid time off" items in the compensation package
Preferential tax treatment
41
the purpose of this plan is to protect employees' income and alleviate concern over the loss of savings required to pay for large financial liabilities
income protection plans
42
cover the loss of income from sickness, disability, employment, maternity/paternity leaves, retirement and death
Income Replacement plans
43
Special benefits or perquisites ("PERKS"), to certain employees in addition to regular salary, benefits or bonus plans
Income Enhancement plans
44
developed to enhance the employee's status and style of living through special employment conditions
Income enhancement plans
45
distinguishing feature that differentiates employee benefits from wages or “paid time off”
Preferential tax treatment
46
What type of employee benefit plan? Employer Critical Illness Plans
income protection plans
47
What type of employee benefit plan? Canada / Quebec Pension Plans provide retirement and disability benefits
Income Replacement plans
48
What type of employee benefit plan? company cars, free parking
Income enhancement plans
49
What type of employee benefit plan? Club memberships
Income enhancement plans
50
What type of employee benefit plan? tax & financial counselling
Income enhancement plans
51
What type of employee benefit plan? Employer Extended Health Care and Dental Plans help cover expenses not covered by provincial plans
income protection plans
52
What type of employee benefit plan? Worker Compensation provides disability benefits in case of injury
Income Replacement plans
53
What type of employee benefit plan? Employer Pension Plans provide retirees with income
Income Replacement plans
54
What type of employee benefit plan? Employment Insurance income support in case of unemployment, illness or maternity leave
Income Replacement plans
55
What type of employee benefit plan? Provincial Health Care helps with fund doctor and hospital expenses
income protection plans
56
What type of employee benefit plan? Cover a high proportion of expenses associated with accidents, sicknesses etc.
income protection plans
57
What type of employee benefit plan? Wellness programs
Income enhancement plans
58
Private sector employee savings vehicles which employee and/or employer contribution are invested to primarily provide savings
Capital Accumulation Plans
59
CAPSs are established by employers for many reasons but are generally intended to:
1. provide employees with additional retirement income security 2. increase employee interest in immediate and deferred savings 3. act as a reward for corporate or individual performance 4. take advantage of tax savings opportunities