ch11 HR Edited

Fundamentals of Human
Resource Management
Eighth Edition
DeCenzo and Robbins
Chapter 11
Establishing Rewards and Pay Plans
Introduction
• People do what they do to satisfy some
need and they look for a payoff or reward.
• The most obvious reward is pay, but there
are many others, including:
– promotions
– desirable work assignments
– peer recognition
– work freedom
Types of Reward Plans
Intrinsic versus Extrinsic Rewards
• Intrinsic rewards (personal satisfactions)
come from the job itself, such as:
– pride in one’s work
– feelings of accomplishment
– being part of a work team
Intrinsic versus Extrinsic Rewards
• Extrinsic rewards come from a source
outside the job
– include rewards offered mainly by management
– Money
– Promotions
– Benefits
Financial versus Non-financial Rewards
• Financial rewards include:
– wages
– bonuses
– profit sharing
– pension plans
– paid leaves
– purchase discounts
• Non-financial rewards emphasize making life on
the job more attractive; employees vary greatly on
what types they find desirable.
Performance-based versus Membership-Based
Rewards
• Performance-based rewards are tied to specific
job performance criteria.
– commissions
– piecework pay plans
– incentive systems
– group bonuses
– merit pay
• Membership-based rewards such as cost-of-
living increases, benefits, and salary increases
are offered to all employees.
Introduction
Job Evaluation and the Pay Structure
• Job evaluation – the process used to

determine each job’s appropriate worth
within the organization.
• Based on job analysis information.
• Salaries should be established on the
basis of skill, responsibility, effort, and
working conditions.
Isolating Job Evaluation Criteria
• Judgment is involved in defining what factors should be
used to compare jobs.
• Typical criteria:
– mental requirements
– supervisory control
– complexity
– physical demands
– personal contacts
Isolating Job Evaluation Criteria
• Typically jobs are grouped according to
type and compared within their group
– clerical jobs
– sales jobs
– professional jobs
Job Evaluation Methods

• Ordering method: A committee places
jobs in a simple rank order from highest
(worth highest pay) to lowest.
• Classification method:
– Jobs are placed in classification grades
– Compare their descriptions to the classification
description and benchmarked jobs
– Look for a common denominator such as skills,
knowledge, or responsibility

• Point method:
– Jobs are rated and allocated points on several
identifiable criteria, using clearly defined rating
scales.
– Jobs with similar point totals are placed in
similar pay grades.
– Offers the greatest stability.
Establishing the Pay Structure
• Compensation surveys
– Used to gather factual data on pay rates for
other organizations
– Information is often collected on associated
employee benefits as well
• Wage curves
– Drawn by plotting job evaluation data (such as
job points or grades) against pay rates (actual
or from survey data).
– Indicate whether the pay structure is logical
• Wage structure
– Designates pay ranges for groups of jobs which are
• similar in value to the organization
• grouped by their classifications, grades or points.
– Results in a logical hierarchy of wages, consisting of
ranges that overlap.
Special Cases of Compensation
Incentive Compensation Plans
Incentives can be added to the basic pay structure
to provide rewards for performance.
• Individual Incentives include
– merit pay plans (annual increase, based on
performance)
– piecework plans (pay based on number of units
produced typically in a specified time period.)
– time-savings bonuses and commissions
• Work best where clear objectives can be set and
tasks are independent.
Incentive Compensation Plans
• Group Incentives
– Incentives can be offered to groups, rather than
individuals, when employees' tasks are interdependent
and require cooperation.
• Plant-wide Incentives:
– Direct employee efforts toward organizational goals
(such as cost reduction)
• Scanlon Plan - supervisor and employee committees suggest
labor-saving improvements
• IMPROSHARE - formula is used to determine bonuses based
on labor cost savings
Paying for Performance
• Pay is based on some measure of
performance.
• Common performance measures are:
– piece-rate plans
– gain sharing
– wage incentive plans
– profit sharing
– lump sum bonuses
Paying for Performance
• Competency-based compensation
– Rewarded for skills, knowledge and behaviors
• leadership
• problem solving
• decision making
• strategic planning
– Broad-banding - pre-set pay levels that determine
what people are paid based upon the type and level
of competencies they possess.
Team-Based Compensation
– Incentives for empowered work teams to
exceed established goals and share equally
in rewards.
– Depends on:
• clarity of team purpose and goals
• ability of the team to obtain needed resources
• effective team communication skills and trust
International Compensation
• Important to understand the statutory requirements
of each country.
• International compensation packages generally
utilize the “balance-sheet approach,” using the four
factors below:
– Base Pay
– Differentials
– Incentives
– Assistance Programs
International Compensation
• Base Pay: The pay of employees in comparable
jobs at home.
• Differentials: Compensation given to offset
higher costs of living abroad.
• Incentives: Inducements given to encourage
employees to accept overseas assignments.
• Assistance Programs: Payment for expenses
involved in moving a family abroad and in
providing some services overseas.

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Fundamentals of Human

• Job evaluation – the process used to

Job Evaluation Methods

Job Evaluation Methods

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