University of Alberta
SMO 416
Performance Management and Rewards
Instructor: Ross Bradford Fall Term 2016
Office: 3-20c Business Building Lec B1
Office Hours: Tuesday/Thursday 2:00-3:00 pm Classroom 1-10 BUS E-mail:
[email protected]Course Description and Objectives
A compensation and reward system can have a major impact on an organization’s success, not least of all because employee compensation often represents a substantial portion of the organization’s operating budget, and can be an important aspect of motivating employees. The problem is, however, that no single compensation system or strategy fits all organizations and jobs. Thus, the major purpose of this course is to help students identify, design, and implement a compensation and reward system that will add the most value to an organization. An approach emphasizing strategic, behavioural and technical aspects of
compensation is presented.
Course Materials
1. Long, Richard J. (2014). Strategic Compensation in Canada, 5th edition. Scarborough: Nelson Thomson Learning.
2. Students are responsible for all assigned readings, including materials presented in lectures, class discussions, mini-cases, etc. Slides from lectures will be posted to the course website but should not be viewed as a substitute for the material dealt with in class.
Course Requirements
Regular attendance and punctuality are essential to get the best from this course. You must participate fully within any teams to which you are assigned.
Evaluation Criteria
a) Mid-term Examination (October 25th, 2016) 30%
b) Case Assignment (November 15th, 2016) 30%
c) Participation 10%
c) Final Examination (Wed. Dec. 14th, 2016, 2:00 pm) 30%
TOTAL 100%
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Learning Outcomes:
1. At the end of this course, you will have developed the following course specific skills or knowledge:
• How to create a total rewards structure that encompasses compensation, pensions, benefits, and prerequisites that maintain consistency, fairness and organizational competitiveness, comply with legal requirements, and encourage desired behaviour.
• How to implement the total rewards structure using appropriate job evaluation systems and market comparisons.
This course should contribute to your understanding of the following HR competencies by functional area:
- Strategy - Engagement
- Labour and Employee Relations - Total Rewards
2. This course incorporates the learning goals of the B.Com program in particular Critical Thinking, Ethical Awareness, Written Communication.
3. Final grading in this class is done on the basis of individual achievement of the course and program outcomes.
These outcomes are measured by the following assessments:
- Midterm Exam: Assess Critical Thinking, Ethical Awareness, Written Communication - Case Assignment: Assess Critical Thinking, Ethical Awareness, Written Communication
- Final Exam: Assess Critical Thinking, Ethical Awareness, Written Communication
- Participation: Assess Oral Communication, Teamwork
Topics and Readings:
1. Introduction Chapter 1
2. Strategic Framework
for Compensation Chapter 2
3. Behavioural Framework
for Compensation Chapter 3
4. Components of
Compensation Strategy Chapter 4
5. Performance and Pay
Choices Chapter 5
6. Reward and Compensation
Strategy Chapter 6
7. Job Evaluation Chapter 7
3
8. Point Method of
Job Evaluation Chapter 8
9. Evaluating the
Market Chapter 9
10. Performance Appraisals Chapter 10
11. Performance Pay
Plans Chapter 11
12. Indirect Pay Chapter 12
13. Maintaining an
Effective Compensation
System Chapter 13
Case Assignment due November 15, 2016
“The Fit Shop” - Long textbook pages 500-501.
Your Assignment will be to develop the following for this new venture:
1. Job description for the following Jobs:
a. Store Manager b. Physiotherapist c. Sports Expert/Trainer d. Sales Staff Position
2. Develop the pay structure for the above jobs. Include the pay ranges and the pay trend line, based on what you believe to be the appropriate pay level strategy.
3. Reward incentives you believe are appropriate for this type of venture and employees.
You may recommend different incentives for the different positions. Explain how these would operate.
4. Include a report explaining why you have designed the Compensation System the way you have and why you believe it would be effective.
- Evaluation criteria for grading the case report
-Organization
-
Effective use of evidence/research materials
-
Recommendations are well explained with sound reasons given
-Clarity
-
Effective use of charts, graphs, etc.
-
Well written, with proper use of vocabulary, grammar, spelling
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Some Useful Websites:
Alberta Wage and Salary Survey:
ALIS occinfo: alis.alberta.ca
Wage and Salary Information
Alberta Labour work.alberta.ca
National Occupational
Classification System www.5.hrsdc.gc.ca
Canadian Occupational Projection System
(COPS) occupations.esdc.gc.ca
Grading System
Final grades will be determined by cut-off points rather than a particular distribution. Consideration will be given to a raw score out of 100 points, possible natural breaks, university policy on class GPAs, and any relevant factor that relates to students’ performance. The instructor has some discretion in awarding final grades but, generally, cut-off points should fall quite closely to the following:
95+ = A+ 80+ = B+ 65+ = C+ 50+ = D+
90+ = A 75+ = B 60+ = C
85+ = A- 70+ = B- 55+ = C-
A grade of D will be used for borderline cases that for some reason should be given the minimum conditional pass of D. For the vast majority of cases, though, a score of less than 50 will be a fail and get a grade of F.
Academic Integrity
“The University of Alberta is committed to the highest standards of academic integrity and honesty.
Students are expected to be familiar with these standards regarding academic honesty and to uphold the policies of the University in this respect. Students are particularly urged to familiarize themselves with the provisions of the Code of Student Behaviour (online at www.ualberta.ca/secretariat/appeals.htm) and avoid any behaviour which could potentially result in suspicions of cheating, plagiarism,
misrepresentation of facts and/or participation in an offence. Academic dishonesty is a serious offence and can result in suspension or expulsion from the University.” (GFC 29 SEP 2003)
University Policy on Course Outlines
“Policy about course outlines can be found in Section 23.4(2) of the University Calendar.” (GFC 29 SEP 2003)
