Homework answers / question archive / Module 3 - BackgroundTOTAL REWARDS A good place to start is by reviewing the following slide presentation on total rewards and interactive tutorial that will introduce you to some of the main concepts in this module:  For a summary of different types of variable pay systems, click variable pay systems

Module 3 - BackgroundTOTAL REWARDS A good place to start is by reviewing the following slide presentation on total rewards and interactive tutorial that will introduce you to some of the main concepts in this module:  For a summary of different types of variable pay systems, click variable pay systems

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Module 3 - BackgroundTOTAL REWARDS

A good place to start is by reviewing the following slide presentation on total rewards and interactive tutorial that will introduce you to some of the main concepts in this module: 

For a summary of different types of variable pay systems, click variable pay systems.  

Required Reading

Armstrong, M. (2012). Chapters 8, 19, 20, 21, 23, 24, 25, & 26. In Armstrong’s handbook of reward management practice: Improving performance through reward. Retrieved from EBSCO in the Trident Online Library.

Chavan, M. (2009). The balanced scorecard: A new challenge. The Journal of Management Development, 28(5), 393-406. Retrieved from ProQuest in the Trident Online Library.

Hale, J., & Bailey, G. (1998). Seven dimensions of successful reward plans. Compensation and Benefits Review, 30(4), 71-77. Retrieved from the Trident Online Library.

Kantor, R., & Kao, T. (2004). Total rewards. WorldatWork Journal, 13(3), 7-15. Retrieved from ProQuest in the Trident Online Library.

Perkins, M., Grey, A., & Remmers, H. (2014). What do we really mean by "balanced scorecard"?International Journal of Productivity and Performance Management, 63(2), 148. Retrieved from the Trident Online Library.

Optional Material

Business & Legal Reports, (Firm). (2014). Employee Compensation in California. Madison, CT: BLR. Retrieved from EBSCO in the Trident Online Library.

Dobson, S. (2011). Revisiting total rewards a constant cycle. Canadian HR Reporter, 24(14), 27. Retrieved from ProQuest in the Trident Online Library.

FMI Management Consulting. (2013). Incentive compensation survey. Retrieved from http://www.fminet.com/media/pdf/report/IncentiveCompSurveyReport_2013.pdf  

Graham, M., Roth, T., and Dugan, D. (2008). Effective executive compensation: Creating a total rewards strategy for executives. AMACOM Books, Saranac Lake, NY. Retrieved from the Trident Online Library. 

Jeppson, C. T., Smith, W. W., & Stone, R. S. (2009). CEO compensation and firm performance: Is there any relationship? Journal of Business & Economics Research, 7(11), 81-93. Retrieved from the Trident Online Library. 

Jones, D. (2012). Total rewards for tough times. Canadian HR Reporter, 25(14), 17-18. Retrieved from ProQuest in the Trident Online Library.

Kauhanen, A., & Napari, S. (2012). Performance measurement and incentive plans. Industrial Relations, 51(3), 645-669. Retrieved from Business Source Complete in the Trident Online Library.

Kwon, J., & Hein, P. (2013). Employee benefits in a total rewards framework. Benefits Quarterly, 29(1), 32-38. Retrieved from ProQuest in the Trident Online Library.

Ludlow, A., & Farrell, A. (2010). Making total rewards work. Strategic HR Review, 9(6), 49-50. Retrieved from the Trident Online Library.

Lytle, T. (2013). Linking executive pay to performance. HRMagazine, 58(9), 59-61. Retrieved from ProQuest in the Trident Online Library.

Niven, P. R. (2005). Balanced Scorecard Diagnostics: Maintaining Maximum Performance. Hoboken, N.J.: Wiley. Retrieved from EBSCO in the online Trident library.

Powdrill, T. (2012). Pay gone astray: The failure of executive incentive schemes. Renewal: A Journal of Labour Politics, 20(2), 99-106. Retrieved from ProQuest in the Trident Online Library.

Total rewards and employee well-being. (2012). Medical Benefits, 29(16), 4-5. Retrieved from ProQuest in the Trident Online Library.

 

Module 3 - Case

Assignment Overview

HR professionals are responsible for programs far beyond the profession’s administrative personnel roots. They are expected to measure the success or failure of HR practices based on the achievement of organizational outcomes. Brand identity, bottom-line profitability, employee job satisfaction and increased management focus are all outcomes that can be achieved in part through an organization’s total rewards program. This case examines a fictitious M. K. Makey organization and how it aligns its total rewards programs with its organizational goals and values.

M. K. Makey

Read the The Makey Case.

Case Assignment

Address the following questions in a well-integrated analysis:

1. Analyze how Makey uses its own products or services to enhance the total compensation for its employees. Is this a common practice in other organizations? Give real-life examples (employers by name). In your educated opinion do you think this is a good idea? Why or why not? 
2. Identify the company’s internal weaknesses, and from a total rewards perspective evaluate the company’s response to these weaknesses.
3. Make recommendations regarding an expansion of the benefits programs offered at the company that would further align HR with the accomplishment of organizational goals and values. Justify your recommendations with outside sources.

Bring in at least 5 library sources to help strengthen and validate your discussion. Also, bring in actual employer examples (stating employers by name) from your readings/research.

For instruction on writing papers, citing sources, proper referencing, and so forth, use Trident University’s Student Guide to Writing a High-Quality Academic Paper. See the following if additional guidance on APA style is needed:

The Purdue OWL website: https://owl.english.purdue.edu/media/pdf/20090212013008_560.pdf.

APA Formatting: The Basics. Retrieved from https://www.youtube.com/watch?v=pdAfIqRt60c&list=PL8F43A67F38DE3D5D

Submit your paper by the module due date. Paper length: 4-5 pages (not counting the cover and reference pages).

Assignment Expectations 

Your paper will be evaluated using the criteria as stated in the Case rubric. The following is a review of the rubric criteria: 

• Assignment-Driven: Does the paper fully address all aspects of the assignment? Is the assignment addressed accurately and precisely using sound logic? Does the paper meet minimum length requirements?
• Critical Thinking: Does the paper demonstrate graduate-level analysis, in which information derived from multiple sources, expert opinions, and assumptions has been critically evaluated and synthesized in the formulation of a logical set of conclusions? Does the paper address the topic with sufficient depth of discussion and analysis?
• Business Writing: Is the essay logical, well organized, and well written? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are section headings included? Are paraphrasing and synthesis of concepts the primary means of responding, or is justification/support instead conveyed through excessive use of direct quotations?
• Effective Use of Information: Does the submission demonstrate that the student has read, understood, and can apply the background materials for the module? If required, has the student demonstrated effective research, as evidenced by student’s use of relevant and quality (library?) sources? Do additional sources used provide strong support for conclusions drawn, and do they help in shaping the overall paper?
• Citing Sources: Does the student demonstrate understanding of APA Style of referencing by inclusion of proper citations (for paraphrased text and direct quotations) as appropriate? Have all sources (e.g., references used from the Background page, the assignment readings, and outside research) been included, and are these properly cited? Have all sources cited in the paper been included on the References page?
• Timeliness: Has the assignment been submitted to TLC (Trident’s learning management system) on or before the module’s due date?