Compensation Chapter 1

compensation

all forms of financial returns and tangible services and benefits that employees receive as part of an employment relationship

relational returns

psychological returns employees believe they receive in the workplace

total rewards

all rewards received by all rewards received by compensation, benefits, and relational returns

wage

pay expressed at an hourly rate

salary

pay expressed at an annual or monthly rate `

merit increase

increment to base pay in recognition of past work behaviour

cost-of-living adjustment

percentage increment to base pay provided to all employees regardless of performance

incentives (variable pay)

one-time payments for meet� ing preestablished perfoir mance objectives in a future time period `

work/life programs

programs that help employees better integrate their work and life responsibilities

allowances

compensation to provide for items that are in short supply

The Pay Model

Serves as both a framework for examining current pay systems. 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.

strategic Compensation Objectives

The basic objectives, include efficiency, fairness, and compliance with laws and regulations. E
. Efficiency can be stated more specifically: (I) improving performance, increasing quality, delighting customers and stockholders; and (2) controlling labour

Four Policy Choices

1) internal alignment, (2) external competitiveness, (3) employee contributions, and (4) management of the pay system,

internal Alignment

� refers to pay comparisons between jobs or skill levels inside a single organization

External competitivenesj

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

Employee Contribution!

This refers to the relative emphasis placed on performance.

Management

rly. Proper management of the pay system ensures that the objectives muw.,.-t,^- l-.operiy, I'ropcr management ol the pay system ensure