...Considering your interests and expectations, identify two career paths that suit your interests and abilities. Complete the chart and reflection questions based on your research of your chosen career paths. Potential Career Paths Career Information Career Path Option 1 Lawyer Career Category___________ Career Path Option 2 Physical Therapist Career Category___________ Job description (including daily responsibilities) Represents clients in criminal and civil litigation and other legal proceedings. Treat patients by talking and explaining what you’re going to do also instruct patient and family in treatment procedures Requirements for path (school, military, training, age, location, skills, etc.) Law school Education and Training Psychology Salary/benefits information Average annual salary of 130,880 81,030 Opportunities for advancement Masters degree Masters degree Costs of this path (what you do not like or would miss out on by choosing this path) 3 years of lost earnings against potential returns of law degree Miss out on a lot of free time with friends Benefits of this path (what you like or would gain by choosing this career path) Income Better communication skills with people Resourses: List the websites and any other resources you used to find this information in MLA format. www.Lawyeredu.org www.apta.org/aboutpts/ Reflection Questions 1. I disagree with the results of the survey because I think I would gain a lot more out of being...
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...1). Think of an organization where you have worked. What were its compensation policies and how where they communicated to employees? The company that I worked post military career was at a road construction company as a HR/Safety Manger. The compensation policies were typical of any other company in terms of health benefits, workers comp, 401K, and paid vacation/sick days. I would brief new employees as they processed into the company what each were and when they would be eligible and then would brief the entire company annually as new enrollment period would begin. If anything changed compensation wise I would send out a memo of that change, then would follow up for a face-to-face question and answer session with employees to clarify further. 2). Recently larger companies have been in the news because of violations of overtime regulations. How should your Human Resource department protect itself from these devastating claims? Brainstorm some ideas on how to prevent these issues from occurring. I would first suggest reviewing our own company policy of how employees are classified and compare it to state and federal regulations to ensure the company is in compliance with all wage/law and labor regulations. I would also suggest having a labor law attorney review company policy or contracts to ensure everything lines up according to labor and wage laws. Another suggestion would be to perform audits of the payroll department to ensure that hours are tracked and paid out...
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... Comparison of athletes salaries to that of other major professions B. Professional athletes are making too much money (Opposing Argument) C. Reason #1 D. Reason #2 E. Reason #3 Conclusion A. Conclusion B. Restated Argument C. Lead-out Everyone loves to watch sports, well almost everyone. I know that I do, but it seems to me that fans debate on who the best teams and players are, in any of the multiple major sports associations, year in and year out but the one question that has never been answered is, are these athletes being overpaid? Now for the sake of this particular debate I have chosen to compare athletes in all of the major sports compensation to that of someone who is considered to hold a more prestigious role in society. Professional athlete’s compensation does not just stem from the money that they receive via contract from their leagues, but also from the endorsement deals that are signed with other companies. Keeping that in mind, here is a list of the top 5 highest paid professional athletes: 1. Tiger Woods (Golf) with an annual salary of $78.1 million, in which $65 million comes from endorsement deals and $13.1 million from his respective employer the P.G.A. 2. Rodger Federer (Tennis) with an annual salary of $71.5 million, in which $65 million comes from endorsements and the other $6.5 million, is paid by his employer W.T.A. 3. Kobe Bryant (Basketball) with an annual salary of $61.9 million, in which...
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...companies offer a salaried base pay, while others pay an hourly one. Salaried employees are often given a base amount each year. Hourly employees’ wages can fluctuate depending on how many hours are worked within a pay period (Noe, Hollenbeck, Gerhart, and Wright, 2009). Base pay often depends on wage standards within a particular country, state, province, or city. It is usually also specific to a particular industry and market. Some organizations have base pay charts to explain and outline the pay structure for everyone who works for the company. The different branches of the U.S. military, for instance, each have base pay charts that clearly outline what each position can expect as compensation for work (Wisegeek, 2012). When an employee is hired to a new position, he is often offered base pay that is reflective of his experience and the work he is expected to do. In other words this base salary is typically proportionate to the responsibilities of the...
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...Economic Incentives Richard J. Butler Brigham Young University Yong-Seung Park Kyung Hee University Citation Butler, Richard J., and Yong-Seung Park. 2005. "Human Resource Management and Safety: Technical Efficiency and Economic Incentives." In Safety Practices, Firm Culture, and Workplace Injuries. Kalamazoo, MI: W.E. Upjohn Institute for Employment Research, pp. 1-12. http://research.upjohn.org/up_bookchapters/33 This title is brought to you by the Upjohn Institute. For more information, please contact ir@upjohn.org. 1 Human Resource Management and Safety Technical Efficiency and Economic Incentives More U.S. workers die each year on the job than were killed in the U.S. military cumulatively from 1998 through November 2004, even after including self-inflicted and accidental military deaths (DIOR 2005). In 2001, there were 8,786 job-related fatal injuries (5,900 not counting the fatalities caused by the terrorist attacks of September 11), or about 3.7 fatal injuries per 100,000 workers. Workers made 2.1 million trips to the emergency room for injuries sustained from accidents at work (Centers for Disease Control and Prevention 2004). Workers’ compensation insurance, which covers all medical expenses and part of lost wages associated with injuries, cost employers $63.9 billion in 2001 (Williams, Reno, and Burton 2003). The indirect costs of accidents—lost wages, damage to equipment, and training and rehabilitation expenses—were several times this amount. Human resource...
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...Jazmyn Simms November 8, 2013 Unit 5 Group Project “Growth rate of wages/salary of business executives and ordinary employees” Historical Growth Rates Sad to say but a CEO salary grows faster than ordinary employee’s salary of 30 years. According to an article I have read in 2011 CEO compensation grew 15% after a 28% rise in 2010. It’s been said that a CEO pay in American firms more than 127 times faster than workers pay within the same time period. In 1978 CEO took home 26.5 times more than average workers. Ordinary employee’s salaries are not tied to productivity either, since 1970 workers pay had remained flat. Ordinary workers really get no respect, while the CEO is known for the company/business and bring home all the pay. Ordinary workers who Monday-Friday and sometimes the weekends just to get paid not even half of what the company’s CEO receives, then have to worry about how much they are not getting because of taxes that being taken out of their pay. While CEO has things they can write off on their tax return. It’s sad but true and if it wasn’t for the ordinary workers the business/company wouldn’t be operating in the manner they done. Ordinary workers are really the heart of the business/companies but you wouldn’t think that when it comes to their salaries and benefits. http://thinkprogress.org/economy/2012/05/03/475952/ceo-pay-faster-worker-pay/ Current Salary/Wages of each Party, including Benefits and Privileges Since they pay is different at each...
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...One of the main ethical dilemmas that a store manager working for Wal-Mart might be faced with is a conflict of interest. He/she has been placed into a situation where there is no right or wrong answer, but rather a right, and right answer. Does he choose the role of being a good manager, and risk the managerial position? Or does he act upon the “unethical” commands of his superiors in favor of keeping his job? Three underlying elements further complicating his decision to make ethical choices are discussed in this essay. These are identified as self interest, greed, and obedience to authority, and will be discussed using Ghillyer’s three-step process of analyzing the consequences, analyzing the actions, and making a decision where the ethical dilemma can be resolved, or at least diminished. Self interest could have been a contributing factor to his decision making, which resulted in a class-action lawsuit, costing the company $50 million. Self interest can be categorized under one of the three ethical theories, virtuous ethics, which places its value in living life according to the commitment to the achievement of a clear ideal. For example, “What sort of person would I like to become?” An ideal goal for the manager could be to provide a shelter, clothing, and food for himself and/or his family. These are the basic innate impulses or drives in human beings, that explain the well known evolutionary theory of Survival of the Fittest. In the Wal-Mart example, this is demonstrated...
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...Olivia S. Legette Mr. Mortensen Carpentry 1 13 May 2014 Construction research paper: Carpentry The carpentry trade has been around since before 8000 B.C. This trade has more than developed since that time. From using chisels, and iron, to now using heavy equipment to build house, offices, any kind of structure of buildings. Carpenters are in high demand, without these skilled workers, the buildings wouldn’t be built. In this paper I will discuss the History, Compensation, Current demand, and the Qualifications for this trade. History Carpentry career is one of the oldest professions. Carpentry dates back to the early days of man using crude tools. Ancient Greeks showed the skills in carpentry through the temples that they have built to show reverence for their gods and goddesses. While in Asia, ancient Japanese also showed their skill in carpentry through the buildings they have constructed. These buildings dates back to 7th century and some of these buildings are still standing up to this day. We can trace the history of carpentry back to 8000 B.C. During this time, early people are using stone axes to construct their shelters. Several studies and researches showed that early Stone Age Europeans were building rectangular timber houses more than 100 feet long. Egyptians were already using copper woodworking tools as early as 4000 B.C. These copper made tools evolved into bronze tools used in 2000 B.C. Egyptians were very proficient in drilling, dovetailing, mitering...
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...Human Resource Management Assignment (Establishing Strategic Pay Plans) ALDO YUDA PUTRA ARRY PANDOWO CHAERUN NISA PUTRI MANAGEMENT MAJOR FACULTY OF ECONOMY AND SOCIAL SCIENCES BAKRIE UNIVERSITY JAKARTA 2013 Basic Factors in Determining Pay Rates Employee compensation refers to all forms of pay going to employees and arising their employment. It has two main components, direct financial payments (wages, salaries, incentives, commissions, and bonuses) and indirect financial payments (financial benefits like employer-paid insurance and vacations). Two basic ways to make direct financial payments to employees: 1. Time-based pay 2. Performance-based pay Legal Considerations in Compensation Various laws specify things like minimum wages, overtime rates, and benefits. For example: 1. 1931 Davis-Bacon Act allows the secretary of labor to set wage rates for labourers and mechanics employed by contractors working for the federal government 2. 1936 Walsh-Healey Public Contract Act sets basic labor standards for employees working on any government contract that amounts to more than $ 10.000 3. Title VII of the 1964 Civil Rights Acts makes it unlawful for employers to discriminate against any individual with respect to hiring, compensation, terms, conditions, or privileges of employment because of race, color, religion, sex, or national origin. 4. 1938 Fair Labor Standards Act contains minimum wage, maximum hours, overtime pay, equal pay, record-keeping...
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...Compensation Incentives Theory and Practice Compensation is the direct financial consideration offered by employer to employee in return for work done or service offered by employee during the period of employment. Incentives are ‘extra’ benefits given to employee in recognition of high quality performance. Incentives also ensure employee-loyalty to organization. In a way, incentives inspire employees to put in ‘extra’ effort in ‘work performance’. This management practice reduces ‘employee turnover and provides continous ‘harmonious’ workplace environment. This strategy is also implemented for new recruitment. Sometimes, organizations may not offer high ‘remuneration’ to attract best talent in business; but the ‘extras’ like additional accommodations, facilitations and flexibility offered attract talented employees. The practice is based on human psychology that forms individual preferences and choices; and makes employees feel ‘important’ and with sense of dignity. The employer organization can offer “direct financial, indirect financial and non financial compensation” to the extent that will prove beneficial to all concerned. (Compensation Systems: Design and Goals). This paper discusses forms or manner in which incentives are offered by employers and how incentives affect, impress and prompt employee response. Challenge, struggle and chaotic times are upon society, affecting not only the indivuals but the organizations as well. During these times, the need to achieve...
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...Compensation Management Q1.a. What is the role of compensation and rewards in modern organization? What arethe advantages of a fair compensation system? Ans1a. Role of Compensation and Reward in Organization: Compensation and Reward system plays vital role in a business organization. Since, among four Ms, i.e Men, Material, Machine and Money, Men has been most important factor, it is impossible to imagine a business process without Men. Land, Labor, Capital and Organization are four major factors of production. Every factor contributes to the process of production/business. It expects return from the business process such as Rent is the return expected by the Landlord. similarly Capitalist expects Interest and Organizers i.e Entrepreneur expects profits. The labour expects wages from the process. It is evident that other factors are in-human factors and as such labour plays vital role in bringing about the process of production/business in motion. The other factors being human, has expectations, emotions, ambitions and egos. Labour therefore expects to have fair share in the business/production process. Advantages of Fair Compensation System: Therefore a fair compensation system is a must for every business organization. The fair compensation system will help in the following: 1. If an ideal compensation system is designed, it will have positive impact on the efficiency and results produced by workmen. 2. Such system will encourage the normal worker to perform...
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...of $53 billion which is a 17% loss in the last fiscal year. As JVA HR Director, my team of consultants has reviewed the cost of all additional compensation programs that is offered by the company that exceeds the current base salaries for all employees. These current packages in question includes commission, bonus, profit sharing and travel rewards to determine which amenities that need to be restructured or eliminate in order to cut cost of spending. As the HR director, I propose to make any necessary changes to the guidelines for the performance management within JVA Corp. I will first review the mission and goals for JVA Corp and how it applies to the requirements to each employee. I will also determine rather the compensation packages are also necessary, evaluate commission packages, expenses covered, perks, and the necessity of onsite amenities that are currently covered. Based on the current calculation of 150,000 employees within the United States, JVA Corp is currently spending 8% of its revenue for additional compensations or (perks). This current calculation is not counting our international locations. Within the 150,000 employees, approximately 35% are eligible for all of those additional perks, while the rest are offered base salary, with no option for additional compensation. These additional compensations accounts for billions of...
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...higher wages than those that save our lives and teach us such as medical doctors and teachers. Professional athletes do not offer society an essential function that improves or enhances our world in comparison to other professionals. It is my claim that professional baseball players are paid more than they are worth. Economics is the key to understanding why these athletes earn such tremendous salaries; still, it fails to explain why they actually do deserve it. Giving athlete’s high wages doesn’t only distort them, but also bring downfall to clubs and the country’s economy. The growth and the development of a sport may be reflected from the wages of the athletes and that is all it does. In conclusion, Team owners pay more to keep athletes on the team to be on a winning streak, but whether the drive to win is justifiable remains in doubt. The economic system involving sports, corporate America, and the media is an interdependent one. Athletes make huge sums of money paid to them by owners who make even larger sums of money. Agents, free agency, and other phenomena keep athlete salaries rising. So, too, does increased ticket sales to games, increased TV viewership, enormous media contracts, TV advertising, and corporate sponsorship and endorsement deals. The economic rewards in the sports industry are so enormous that corporate America, the media, and sports franchises are driven to earn a larger slice of the profit pie. Mergers and acquisitions, alliances, cross-promotion, enormous...
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...Do you find the widening difference between the salaries of corporate executives and regular workers to be just or unjust? This continuing widening is unjust because more money is going towards the CEOs who may or may not deserve it. Let's go more into the present and look at how many immigrant workers have came to the US since the 80s. Low skilled workers are so much easier to find and pay less than the "average American worker" (as shown by skew income data). I feel this way because "CEO pay has no correlation with either performance or market capitalization" (Obermatt). The gap continues to increase although education or performance does not play part in the growing wages which makes absolutely no sense to me but I'm not the one appointed to put them in the top 25% of the salary range. In 1980, a CEO made 35 times as much as a worker. This increased by 185 times in 2009, although the company may not have been this hugely successful. Our corporations today can easily lay off workers and cut back salaries because workers in china would accept half as much pay as a worker here, for example, the effect being the lack of jobs and more money aimed towards CEOs. The gap should not be getting bigger this rapidly because there isn't as much money to fund the CEOs salaries, but there still is this "excess pay"(Obermatt). Just because there have been income gains in lower areas doesn't mean the gap should continue to grow between these areas and CEOs. Findings show consumption inequality...
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...TDS RATES & LIMITS CHART (A.Y. 2013-14) S.N. | Section Of Act | Nature of Payment in brief | Cut Off Amount | Rate % | | | | 01.04.12 | 01.07.12 | HUF/IND | Others | 1 | 192 | Salaries | Salary income must be more then exemption limit after deductions. | Average Rate | 2 | 193 | Interest on debentures | 2,500 | 5,000 | 10 | 10 | 3 | 194 | Deemed dividend | - | - | 10 | 10 | 4 | 194A | Interest other than Int. on securities (by Bank) | 10,000 | 10,000 | 10 | 10 | 4A | 194A | Interest other than Int. on securities (By others) | 5,000 | 5,000 | 10 | 10 | 5 | 194B | Lottery / Cross Word Puzzle | 10,000 | 10,000 | 30 | 30 | 6 | 194BB | Winnings from Horse Race | 5,000 | 5,000 | 30 | 30 | 7 | 194C(1) | Contracts | 30,000 | 30,000 | 1 | 2 | 8 | 194C(2) | Sub-contracts/ Advertisements | 30,000 | 30,000 | 1 | 2 | 9 | 194D | Insurance Commission | 20,000 | 20,000 | 10 | 10 | 10 | 194EE | Payments out of deposits under NSS | 2,500 | 2,500 | 20 | - | 11 | 194F | Repurchase of units by MF/UTI | 1,000 | 1,000 | 20 | 20 | 12 | 194G | Commission on sale of lottery tickets | 1,000 | 1,000 | 10 | 10 | 13 | 194H | Commission or Brokerage | 5,000 | 5,000 | 10 | 10 | 14 | 194I | Rent (Land & building) | 1,80,000 | 1,80,000 | 10 | 10 | | | Rent (P & M , Equipment, furniture & fittings) | 1,80,000 | 1,80,000 | 2 | 2 | 15 | 194J | Professional/Technical charges/Royalty & Non-compete fees | 30,000 | 30,000 | 10 | 10 | 16 | 194J(1)(ba) ...
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