1. Compensation System Design Issues
1.1. Motivation theories and compensation
1.1.1. Expectancy theory
1.1.1.1. Expectancy
1.1.1.2. Instrumentality
1.1.1.3. Valence
1.1.2. Equity theory
1.2. Market competitive compensation
1.2.1. lag the market strategy - First quartile
1.2.2. Lead the market strategy - Sencond quartile
1.2.3. Match the market strategy - Third quartile
1.2.4. Selecting a quartile
1.3. Compensation fairness and equity
1.3.1. External equity
1.3.2. Internal equity
1.3.3. pay secrecy vs openness
1.4. Competency based pay
1.5. Individual versus team rewards
1.5.1. Team
1.5.2. Individual
1.6. Cpmpensating expatriates
1.6.1. home country based approach
1.6.2. Host country based approach
2. Developing A Base Pay Systems
2.1. Job evaluation methods
2.1.1. Point factor method
2.1.2. Ranking method
2.1.3. Classifiication method
2.1.4. Factor comparisonn method
2.2. Market pricing
2.2.1. Good matches with the employer's
2.2.2. Advantages
2.2.3. Disadvantages
2.3. Pay surveys
2.3.1. Internet based pay surveys
2.3.2. Using pay surveys
2.3.2.1. Broad based
2.3.2.2. Methodology
2.3.2.3. Details provided
2.3.2.4. Job matches
2.3.2.5. Timeliness
2.3.2.6. Participants
2.3.3. Pay surveys and legal issues
3. Pay Structures
3.1. Pay grades
3.1.1. Market line
3.1.2. Market banding
3.1.3. Broadbanding
3.2. Individual pay
3.2.1. Red circled employees
3.2.2. Green circled employees
3.2.3. Pay compression
4. Determining Pay Increaes
4.1. Performance based increases
4.1.1. Targeting high performers
4.1.2. Pay adjustment matrix
4.2. Standardized pay adjustment
4.2.1. Seniority
4.2.2. Cost of living adjustments
4.2.3. Across the broad oncreases
4.2.4. Lump sun increases
4.3. Compensation challenges
4.3.1. Economic recessions
4.3.2. Two tier wage systems
4.3.3. Gender pay gap
5. Nature Of Total Rewards And Compensation
5.1. What does Total Rewards mean?
5.2. Strategic decisions that guide the design of compensation practices
5.3. Components of compensation
5.3.1. Tangible rewards
5.3.2. Intangible rewards
5.3.3. Wages
5.3.4. Salary
5.3.5. Variable pay
5.3.6. Benefit
5.3.7. Base pay
6. Strategic Compensation Decisions
6.1. Communicating pay philosophy
6.1.1. Helps employees recognize
6.1.1.1. Value of the total reward package
6.1.1.2. How their job performance might affect their compensation
6.2. Compensation responsibilities
6.2.1. Payroll administration
6.3. Hr metrics for compensation
6.3.1. Average hourly rate
6.3.2. Number of full time equivalents
6.3.3. Average tenure
6.3.4. Average compa-ratio
6.3.5. Productivity
6.3.6. Average annual salary increase
7. Laws Governing Compensation
7.1. Fair labor standards act (FLSA)
7.1.1. Enforced by the Wage and Hour Division of the US Department of Labor
7.1.2. Provisions focus on the areas
7.1.2.1. Minimum wage
7.1.2.1.1. Set by FLSA to be paid to a broad spectrum of covered employees
7.1.2.1.2. Congressional action is the only way to change it
7.1.2.2. Child labor provisions
7.1.2.2.1. FLSA set the minimum age foe employment with unlimited hours at 16
7.1.2.2.2. For hazardous occupations, 18 years of age
7.1.2.2.3. Individuals 14 to 15 years old may work outside school hour
7.1.2.3. Overtime provisions
7.1.2.3.1. Exempt employees
7.1.2.3.2. Nonexempt employees
7.1.2.4. Overtime
7.1.2.5. Special pay/overtime issues
7.1.2.5.1. For individuals who are nonexempt employees
7.1.2.5.2. These include the followjng
7.2. Independent contractor regulations
7.2.1. Behavioral control
7.2.2. Financial control
7.2.3. Relationship-type factors
7.3. Pay equity laws
7.3.1. Equal pay act of 1963
7.3.2. Lilly ledbetter fair pay act
7.4. Additional laws affecting compensation
7.4.1. Prevailing wage
7.4.2. Garnishment