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9.What is a pay structure?Chapter 6 Person-Based Structures1.Skill-based pay—depth (specialist) or breadth (generalist) of skills2.What are advantages and disadvantages of skill-based pay?3.Issues of certification—how to certify learning, what if a skill becomes obsolete4.Are skill-based plans well-accepted, and why?5.Are more skills better?6.What is a competency?7.What are differentiating competencies?8.Usefulness of job evaluation techniques—reliability, validity, acceptabilityChapter 7 Defining Competitiveness1.External competitiveness2.Pay level3.Pay forms or mix4.Objectives—control costs and attract and retain employees5.Supply side and demand side theories and their implications (see exhibit 7.6 and 7.9)6.Product market factors and ability to pay—product demand, degree of competition7.Organization factors affecting pay—industry, size, preferences, strategy8.Pay policy alternatives—match, lead, lag, employer of choice, shared choice, etc.9.Pay level may not gain a competitive advantage but the wrong level may lead to a disadvantageChapter 8 Designing Pay Levels, Mix and Structures1.Why conduct a salary survey?2.Who are relevant market competitors?
7.Analysis—central tendency (means, etc.) and variation (quartiles, etc.)8.Update data to reflect time lag9.Market line and pay policy line10. What are grades or ranges for? Why use them?11. Broadbanding12. Reconciling differences between market rates and job evaluation rankingsChapter 9-10 Pay-for Performance1.Motivation theories—how do they suggest pay should be managed (see Exhibit 9.4)?a.Content-focused (Maslow’s need hierarchy, Herzberg’s 2-factor theory)b.Process-focused (Expectancy theory, equity theory)c.Desired behavior-focused (goal-setting theory, reinforcement theory)2.Does compensation motivate behavior—do people join firms, stay or leave, develop skills, perform better?3.Different types of pay-for-performance—advantages and disadvantages•Individual—Merit, lump-sum, individual spot awards, individual incentive plans (e.g., piece-rate, etc.)•Team—free rider issue, gainsharing, profit-sharing, success-sharing, risk-sharing, balanced scorecard•Organization—Stock options, ESOPs, performance plans, broad-based option plansChapter 11 Performance Appraisal1.Types of performance appraisal formats—ranking, rating scales, BARS, essay, MBO2.Advantages and disadvantages of different types of raters—supervisors, peers, self, customers, subordinates, computers3.Rater training—error training, frame of reference, etc.4.Rating errors—halo, central tendency, etc.5.How to make sure performance appraisals are legally defensible—written instructions, clear criteria, job analysis, training, etc.6.Pay increases with low motivational value—general increase, across-the-board, seniority increase7.Designing merit guidelines—differentials, no increase for poor performers, etc.