...polices are ill-defined and in consistently applied. Facts: 1. 1995 Employment of relatives rule in included in General Operational Manual – Not all employee have access to it. Use of word “antinepotism” term used in this manual. 2. In 1998 employee hand book is published using “antinepotism” language. 3. 01/05/1999 Keith W. Walton applies for employment and declares that he had no relatives working in the company. He did not know of his uncle being hired at that time. 4. 04/30/1999 Keith W. Walton is hired as a helper 5. 2003 Employment of Relatives policy is inserted in employee handbook. 6. 10/2006 Confused supervisor tells employee not to worry after learning that he had a relative at work after he asked whether he was related by blood or marriage. 7. 11/02/2006 Termination of Keith Walton 8. Company has a well established and consistently enforced with past precedent examples of their “employment of relatives” policy which prohibits the hiring of relatives since 1995 9. Language of such a rule, use the word “may” (be discharged) as opposed to “shall” be discharged. Is in the handbook. Company’s Position. 1. Union is trying to obtain through arbitration what they fail to obtain during negotiations the repealing or change in interpretation of the policy relating to the employment of relatives. 2. Company argues long standing, consistent enforcement and well know antinepotism policy. 3. Company argues that language of the employee handbook “May” vs...
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...people for their contribution to the organisation. Ideally, systems should be clear and simple to follow so that workers can easily know how they are affected. In considering rewards it should be borne in mind that pay and financial benefits are not the only motivator for worker performance. Other important motivators for individuals may include job security, the intrinsic satisfaction in the job itself, recognition that they are doing their job well, and suitable training to enable them to develop potential. What are pay systems? Key Points: Pay systems provide the foundation for financial reward systems There are basic rate systems, where the worker receives a fixed rate per hour/week/month with no additional payment There are systems related in whole or part to individual or group performance or profit There are systems based in part on the worker gaining and using additional skills or competencies Pay systems provide the bases on which an organisation rewards workers for their individual contribution, skill and performance. Pay structures are different - they are used to determine specific pay rates for particular jobs, usually based on the nature of the job, its content and requirements. A pay structure provides the framework within which the organisation places the pay rates for its various jobs or groups of jobs. Pay systems fall into two main categories: • • those where pay does not vary in...
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...Pay for Performance: It’s Effect on Employee Motivation Name Course Title Professor’s Name Date Pay for Performance: The Effect on Employee Motivation Managers are continuously looking for ways to motivate their employees. Many methods have been tried and many methods have failed. Consequentially, human resource professionals and managers continue to work to develop effective performance management systems which serve to motivate employees, with an end result of improved morale and increased productivity. Designing an effective performance management program, combined with the appropriate compensation methods, can serve as tools to inspire and motivate employees to improve and/or maintain the highest levels of performance. Compensation administrators are encouraging the use of pay-for-performance plans to meet this goal. Pay-for-performance plans motivate employees to be productive and perform at higher levels by linking their pay directly to their pay. The idea behind pay-for-performance plans is that money serves to motivate employees to perform. Maslow’s theory of motivation “suggests that employee needs are arranged in priority order such that lower-order needs must be satisfied before higher-order needs become motivating” (Leonard, 2010, p. 121) with the lowest level of needs being basic biological needs and the highest level being self-fulfillment. When an individual is on the lower levels of the spectrum and trying to fulfill his/her basic...
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...1. What is Lincoln Electric’s strategy? Lincoln Electric’s strategy relies on its low cost to manufacture and low overhead. The company has been able to achieve this by continually improving its labor productivity. Its innovative management style and incentive based pay system has been at the core of Lincoln’s strategy. The company’s success relied heavily on the culture in which it created. The founder was focused on erasing any heirarchical distinctions and creating an environment that fostered production and innovation through trust, openness and shared control. To gain the employees trust, Lincoln sought to gurantee the workers employment by instituting policy prohibiting lay-offs. They did this by producing invnetory and if demand didn’t pick-up would scale back employee hours. This was not only an efficient model, but reduced overhead costs otherwise endured by competitors. Lincoln was not faced with the costs associated to recruiting and the retraining of its workers. The company fostered creativity with its open-door policy by allowing its experienced production workers to openly share complaints and ideas for improvement with management. An Advisory Board elected employee representatives to share feedback, which was later posted on bulletin boards throughout the facility. Many of the company’s workers are hired straight from high school and trained to perform in many roles. To further gain loyalty from its workforce, many of Lincoln’s executives were employees...
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...International Journal of Psychophysiology 49 (2003) 187–199 Are poor readers semantically challenged? An event-related brain potential assessment ´ ´ ´ Juan Silva-Pereyraa,b, *, Maritza Rivera-Gaxiolab, Thalıa Fernandeza, Lourdes Dıaz-Comasc, ´ ´ ´ Thalıa Harmonya, Antonio Fernandez-Bouzasa,d, Mario Rodrıguezd, Jorge Bernald, Erszebet Marosid b a ´ ´ ´ Instituto de Neurobiologıa, Universidad Nacional Autonoma de Mexico, UNAM-UAQ, Queretaro, Mexico Center for Mind, Brain and Learning, University of Washington, 358 Fisheries Center Box 357988, Seattle, WA 98195, USA c Centro de Neurociencias, La Habana, Cuba d ´ ´ Neurociencias ENEP Iztacala, Universidad Nacional Autonoma de Mexico, Mexico City, Mexico Received 8 October 2002; received in revised form 6 May 2003; accepted 13 May 2003 Abstract This study explores visual event-related potentials components in a group of poor readers (PRs) and control children who carried out figure and word categorization tasks. In both tasks, every child had to categorize between animal and non-animal stimuli in an odd-ball GO–GO paradigm. During the word categorization task, PRs presented longer reaction times, a poorer performance, longer and larger P2 amplitudes, and smaller amplitudes and longer P300 latencies than controls. There were no differences in the N400 component between groups. These results suggest that semantic processing underachievement in PRs may not be a semantic deficit per se, but the...
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...and especially rug related crimes. While it is clear that many of these young African Americans are going to prison due to drug related crimes, stopping the war on drugs altogether is not the solution. Although stopping the drug war may seem efficient for stopping the incarceration of young blacks in the present, it does not guarantee that these same people will not commit other crimes. The cost for stopping the drug war is allowing drug usage and distribution to run rampant which can cause the society and the neighborhoods around the areas to become unsafe. Alexander discusses how there is no way around this issue and dismantling the system of mass incarceration is the only resolution; however if these poor neighborhoods were funded with government money, drug abuse can potentially become lower or even be stopped. Alexander is also discussing how a handful of reforms cannot be a solution to the problem. She argues that all the financial grants that are given to police departments for drug arrests and racial profiling should be halted. She believes that by halting the funding and supplies of mass incarceration are only scratching the surface of social reform. She believes there must be a change in the culture of law enforcement. By stopping mass incarceration Alexander believes that, that is the first step in racial integration. The costs of stopping mass incarceration are high for the government and prison systems. By stopping their reimbursements, drug related crimes may...
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...MANAGING A REWARD STRATEGY Top of Form 1 History of Reward The aims of a reward strategy are to try and be systematic about which HR mechanisms attract, retain and motivate staff. Historically the view was that salaries were what attracted a person to an organisation, benefits kept them there, while bonus and incentive schemes motivated them. Reward was regarded as consisting of three distinctive parts: Remuneration - covering such aspects as job evaluation, salary structures and incentive schemes. Benefits - which tend to be offered to all employees irrespective of their grade, such as paid leave, employee assistance programmes or Christmas parties. Perquisites - which are benefits that tend to provided to discrete categories of employees, such as a company car/car allowance, private healthcare or concierge service. 2 Reward Today More recently, this divide between which parts of reward are best suited for attraction and recruitment, retention and motivation has broken down. Modern research shows that individuals are attracted, retained and engaged by a whole range of financial and non-financial rewards and that these can change over time depending on their personal circumstances. The financial elements of a package are not considered particularly important by individuals in some situations. For instance, people at the beginning of their career may be more interested in getting access to training and career development. People at the end of their career are...
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...The Diagnosis Related Group (DRG) uses ICD-9-CM diagnosis, procedure codes, and demographic information about the patient to sort inpatient hospital admission into one of originally 467 groups. The number grew to about 538 clinically related groups where it classifies similar consumption of hospital resources and the length of stay. This system was adopted by Medicare in 1983 to reimburse hospitals for inpatient admissions. Some hospitals are excluded from this form of reimbursement such as psychiatric hospitals, rehab facilities, long term and cancer hospitals. The CMS administers the DRG system and issues all the guidelines for it. DRG’s are updated on October 1st every year. This includes base rates, wage directories, establishment of new DRG’s and elimination of others. On October 1st, 2007, CMS established a new set of codes known as Medicare Severity Diagnosis Related Groups (MS-DRGs). These codes are more specific and take into account the severity of a patient’s illness and the resources used. As a result, a more suitable reimbursement is issued. There is about 750 MS-DRGs and 538 DRGs. The payment method used by Medicare for hospitals is known as DRG weight of one. Payments are made per admission where the hospital and payor agree on a base rate that is multiplied by DRG weight to determine reimbursement. Length of stay don’t factor in unless there is an outlier case. The Ambulatory Payment Classification (APC) system uses Current Procedural Terminology (CPT) and...
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...Pay enough, don’t pay too much or don’t pay at all? An empirical study of the non-monotonic impact of incentives on job satisfaction Pouliakas, K1 Centre for European Labour Market Research (CELMR), University of Aberdeen Business School, Scotland Keywords: Incentives, intensity, job satisfaction, non-monotonic JEL- Code: C23, J28, J33. Abstract This paper attempts to test the non-monotonic effect of monetary incentives on job satisfaction. Specifically, 8 waves (1998-2005) of the British Household Panel Survey (BHPS) are used to investigate the ceteris paribus association between the intensity of bonus/profit-sharing payments and the utility derived from work. After controlling for individual heterogeneity biases, it is shown that relatively ‘small’ bonuses exert a significant negative effect on worker satisfaction. In contrast, job utility is found to rise only in response to ‘large’ bonus payments, primarily in skilled, non-unionized private sector jobs. The empirical evidence of the paper is therefore consistent with a ‘V-effect’ of incentives, suggesting that employers wishing to motivate their staff should indeed “pay enough or don’t pay at all”. 1 Research Fellow, Address: CELMR, University of Aberdeen Business School, Edward Wright Building, Dunbar Street, Old Aberdeen AB24 3QY, UK; Tel: ++44 01224 272172; e-mail: k.pouliakas@abdn.ac.uk. 1. Introduction The principal-agent model, with its convincing illustration of the trade-off that arises between risk...
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...software, including doctor’s information, patient’s information, insurance information, medical billing codes, payment information, and any special notes on the account. Medical billing codes are necessary for a doctor to be properly reimbursed for the services provided. These codes are some of many: • ICD 9 codes (and ICD 10 codes)- international classification of diseases • CPT codes- current procedural terminology • CPT modifiers- these provide additional information to payers to make sure doctors get paid correctly for services provided • Medicare billing codes- explained for provider services and hospital insurance • CDT codes (dental)- code on dental procedures • NDC drug codes- national drug codes • DRG Medicare codes- diagnosis related group • Taxamony codes- used to categorize a provider or group specialty Our responsibility as Medical billers and coders • Collect the information necessary to prepare insurance claims and bill patients • Enter patient’s information and insurance information into the medical billing software • Enter patient’s special information including ICD 9 diagnosis codes and CPT medical billing codes • Interpret and post explanation of benefits (EOB) • Research, correct, and re-submit denied claims • Bill patients for their responsible portions • Answer patient’s questions...
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...ONLINE EDUCATION FOR NON-TRADITIONAL STUDENTS Student Name English Composition II July 31, 2014 Unlike the typical college freshman attending the university of their dreams immediately after high school, the college experience for the non-traditional student is quite different. Most non-traditional students are not attending college immediately after high school, they are returning students who have not finished their college education, or they may be full-time working adults or parents who are trying to obtain their education around their already busy schedules. Students of this type need to have alternate paths to choose from which will allow them to meet their other obligations and needs first. These types of students need to be able to balance their personal lives while also being able to successfully reach their ultimate goal, obtaining a college degree. These types of students will likely take a different approach than attending a brick and mortar school. While some students require the more traditional university experience, research shows that an online education is often better suited for the non-traditional student because it is more flexible and convenient, affordable, and can offer a high quality education. An online education is a more flexible and convenient learning format to choose from when compared to the traditional university experience. This benefits non-traditional students because many of them are working adults who need the convenience and...
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...Tournaments and Piece Rates Revisited: A Theoretical and Experimental Study of Premium Incentives Werner Guth Rene Levnsky Kerstin Pully Ori Weiselz June 22, 2010 Abstract Tournaments represent an increasingly important component of organizational compensation systems. While prior research focused on xed-prize tournaments, i.e., on tournaments where the prize or prize sum to be awarded is set in advance, we introduce a new type of tournament into the literature: premium incentives. While premium incentives, just like xed-prize tournaments, are based on relative performance, the prize to be awarded is not set in advance but is a function of the rm's success: the prize is high if the rm is successful and low if it is not successful. Relying on a simple model of cost minimization, we are able to show that premium incentives outperform xed-prize tournaments as well as piece rates. Our theoretical result is qualitatively con rmed by a controlled laboratory experiment and has important practical implications for the design of organizational incentive systems. JEL Classi cation: C72, C91, J33 Keywords: Tournaments, Incentives, Economic experiments Max Planck Institute for Economics, Kahlaische Strasse 10, 07745 Jena, Germany. yEberhard Karls Universitat Tubingen, Faculty of Economics and Business Administration, Nauklerstrasse 47, 72074 Tubingen, Germany. zThe Hebrew University, Center for the Study of Rationality, Giv'at Ram, Jerusalem 91904, Israel...
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...Four Incentive Methods Comparison Introduction To motivate staff contribute more to the company, companies use their own incentive methods. British firms prefer share scheme, merit pay is often used in French companies (David & Richard, 2010) while In China, a large amount of corporations perform EVA-based scheme. (Yongjian, Lei &Donghua, 2015) For executives, formula-based arrangement is often used. (Robert, David & Richard, 1995). This leads to the question of what’s the advantage and disadvantage of the four payments. In the literature, I only discuss about individual incentives. Knowledge Gap The share scheme is extended rapidly these years. The incentive helps the employees perform as the shareholders do. When the company’s retained earnings increases, they are also benefited. Another advantage of this incentive is tax-avoiding. Merit pay is a traditional but effective motivating method. How much one earns depends on his performance. However, it is also difficult to determine what kind of expectation should be rewarded and how to reward. If the standard is not fair enough, it might lead to contradiction between the employees and executives. (David & Richard, 2010) EVA-based mechanism grantees the profit of the company. EVA defines company profit as the part of the return exceeds the capital cost. Under the mechanism, the more profit the company earns, the more incentive the staff will have. Also, when the company’s revenue is negative, the incentive...
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...a. Piece-rate pay coexists in our economy with hourly wage pay, because of efficiency and effectiveness. If a firm implements the pay by performance method they are concerned with the individual worker becoming efficient. By paying employees by the number of units they produce, incentivizes employees to work harder for “more minutes of each hour and for more hours during the workday” (477). However, “if workers are paid by the number of parts produced, with the quantity of individual parts not considered, some workers could be expected to sacrifice quality in order to increase their production cost” (478). Therefore, that is why piece rate pay and hourly wage coexist. When it comes to hourly wage page, employers goal is quality of the product. Therefore, “workers know that if they don’t eventually add more to the revenues of their companies than they take home in pay, their jobs will be considered jeopardy” (478). Overall, pay is based on if the firms want to focus on efficiency or quality when it comes to output. b. The aspects of a business that would lead you to expect that it would be characterized by one or the other is determined by the type of jobs. The jobs characterized by piece rate pay are able to measure the outcome of units produced and are focused on producing as much of a product at a quicker rate. For example, salesmen can by paid by the number of cars they sell and musicians are paid by the number of concerts they pay. As well as sated on page 478, hosiery mills...
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...1. Level I Incentives: Level I incentives are geared towards increasing employee productivity, but usually for a short amount of time. I have personally never been given these kinds of incentives in my internships, but it is similar to being given extra credit on coursework if you do the extra problems. If I were working in sales, an incentive to sell a certain amount (i.e. 5% of the sale) would have motivated me to work harder to achieve a greater sale. Level II Incentives: Level II incentives give employees motivation to find a better or smarter way of getting work done. At GE, engineers were encouraged to find a problem in the process of gas turbine manufacturing by awarding the best innovative idea/improvement with a cash award. The most beneficial aspect of this option for the company was the submission of several good improvements, but only the loss of one cash prize. Level III Incentives: Level III incentives last the longest, because it pertains to an overall improvement in work culture. Whether it’s the encouragement of employee recognition, friendly competition, openness of management, any of these cultural aspects could foster greater productivity. At GE, it was generally understood that if you shared responsibilities/shadowed your manager consistently for a year or two, you would be entitled to the next level managerial position. Knowing there is always room to move up, as long as you achieve the best results, keeps employees working harder or better for a longer...
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