...Salary Inequities at Acme Manufacturing Brandi L. Woods Excelsior College Author Note Salary Inequities at Acme Manufacturing Discrimination of any kind is a very volatile subject. Depending on the employee’s job satisfaction and commitment this situation could snowball into litigation if not handled properly. If the employees are satisfied and committed, they will be more agreeable to negotiate a successful conclusion to issue at hand. Salary Inequality Joe Black realized he had salary situation when he took over as president of Acme Manufacturing. Black noticed that there was considerable inequity in the pay structure for salaried employees. After a discussion with the human resources director he believed that the inequality stemmed from individual bargaining with the past president. Scrutinizing the salaried payroll showed that 14 of the 25 employees were female, three were front-line factory supervisors, 10 were non-management and one was the human resources director. The female staff were being paid less than their male counterparts, the human resources director was also under paid. Black hired a compensation consultant, they decided that all 25 salaried jobs should be in the same job assessment group. The job evaluation showed that the HR director and the three female supervisors were being underpaid comparative to equivalent male salaried employees. He knew that if the underpaid female supervisors took the case to the local EEOC office, the company could be...
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...they will receive salary increases effective immediately. Thirdly, I would have an open discussion regarding back pay. I would explain to them that while I intend to compensate them fully which would include back pay; I would like to discuss payment options related to the back pay. I would ask them to consider allowing the company to setup an installment plan for their back pay. I would present the proposition in such a way that it would allow the females to negotiate the time frame for payments. I set up the situation in such a way that I can exceed their expectation for example asking them to allow the company to pay them in installments over the course of the next five years when in fact we would really like to pay them over the course of three years. I would not discuss how the salary inequity occurred, however I would definitely discuss the policies and procedures that I would be establishing to prevent this situation occurring again. , I also would reiterate how much I truly value them as employees. Lastly, I would have a meeting with all of the supervisors to inform them that I would be making adjustment to some of the salaries to ensure that all employees are compensated equally across the board. The new compensation plans would presented at this time as well. Anyone with questions regarding their individual salaries could meet with HR. i. To do nothing would simply perpetuate the problem not to being unethical and illegal. The pay inequities expose the company...
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...If Black is only concerned about his own career and intends moving somewhere else shortly then he does 1 and hopes nothing happens till it ceases to be his problem. This is the normal management tactic. I personally think he should do 2. He should explain to the women that the company wishes to regrade the jobs and change them slightly. HE needs to tell them that there it would be good for neither party for them to sue as the company would then make the case they did not do exactly the same job, the whole issue would drag on and in the meantime they would be paying legal costs and getting nothing. He needs to speak to them rationally and explain that his situation arose because there was not a robust enough job grading system but that whilst it might wish to the company has to consider what is finanically possible or noone will have a job. If the supervisors can't be reasonable are they really people he wants to employ? similarly he needs to tell the men we are in the 21st century and they need to expect to have equal pay with women. 3 is finanically unaffordable and would create an immediate backlash from the male supervisors so given the women haven't yet complained they may well see that the company is good to work for as it is prepared to do sometihng without being asked or threatened. 4 I think is a bad idea as that meeting could well get out of hand if he just tells people they aren't being properly paid and what would they like to do. Without a definite course...
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...When it comes to developing strategic pay plans it is important to have a good understanding of some basic factors to determine pay rates. Employee compensation is “all forms of pay going to employees and arising from their employment” (Dessler, 2013, p. 352). According to Dessler (2013), it consists of both “direct financial payments and indirect financial payments.” As we explore the case study of Acme Manufacturing, we will see the salary inequities and the struggles that the newly appointed president, Joe Black, has to go through to fix those issues. In an article titled “Fair Pay or Power Play?” Shin (2013) reported that “pay inequity provides strong motivation for CEOs to restore equity.” For this case, I will identify some issues and recommend some plans to resolve the salary inequities in the Acme case. Some key issues that existed within Acme Manufacturing were: lack of individual equity, internal equity issues, no pay structure for salaried employees, and lack of legal considerations in compensation. Equal Pay Act of 1963 (EPA) “makes it illegal to pay different wages to men and women if they perform equal work in the same workplace.” (“Laws Enforced by EEOC,” n.d.). With the previous president, Bill George, salaried employees bargained their pay. Joe Black identified that there were female supervisors that were earning less than male supervisors. Ultimately the underlying issue was management failed to create a compensation plan that aligned with a reward strategy...
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...Case Study: Salary Inequities at Acme Manufacturing When it comes to developing strategic pay plans it is important to have a good understanding of some basic factors to determine pay rates. Employee compensation is “all forms of pay going to employees and arising from their employment” (Dessler, 2013, p. 352). According to Dessler (2013), it consists of both “direct financial payments and indirect financial payments.” As we explore the case study of Acme Manufacturing, we will see the salary inequities and the struggles that the newly appointed president, Joe Black, has to go through to fix those issues. In an article titled “Fair Pay or Power Play?” Shin (2013) reported that “pay inequity provides strong motivation for CEOs to restore equity.” For this case, I will identify some issues and recommend some plans to resolve the salary inequities in the Acme case. Some key issues that existed within Acme Manufacturing were: lack of individual equity, internal equity issues, no pay structure for salaried employees, and lack of legal considerations in compensation. Equal Pay Act of 1963 (EPA) “makes it illegal to pay different wages to men and women if they perform equal work in the same workplace.” (“Laws Enforced by EEOC,” n.d.). With the previous president, Bill George, salaried employees bargained their pay. Joe Black identified that there were female supervisors that were earning less than male supervisors. Ultimately the underlying issue was management failed to create...
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...Case Study-1 Jack Nelson’s Problem Chapter-1 Introduction to Human Resource Management Page: 1 * The case is all about the necessity & functions of HR unit in a local bank. In this bank Jack Nelson is a member of board of director and Ruth Jonson is an excellent employee. As Mr. Nelson was very much curious about how Jonson operate her machine, she briefly gave an idea about it. Speaking with the in-charged supervisor of a branch of this bank Nelson found that something was wrong inside the branches. But unfortunately it was not known to Jonson. Jonson found out the main problem and it was high employee turnover. In this bank selection time of employee is very short and at the same time the new employer quit their job in a very short time. All branch supervisors hire their new employees without communicating with the home office or other branches. During the time of development of opening, the supervisors tried to find a suitable employee to replace the worker who had quit. After visiting the 22 branches, the finding is that problems are similar mostly. Nelson wondered about the movements that he should take and the home office steps. The more he thought about the matter, the more perplexed he became. The problem is as much as complex that he couldn’t put his finger on that problem and he did not know the actual place whether to report his findings to the president. * Most of the experts believe that there are five basic functions that all managers perform...
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...Word count Jerri Stewart DeVry/Keller University Human Resource Management 590 Professor January 25, 2013 Job Analysis Requests for new full time employees must define the position clearly and its relevance for a new position. Why do a job Analysis? As stated by Ghorpade, Jai, (1988, p 1), a job analysis uses a variety of methods but serves to bring purpose to the organization and serves as legal compliance tools for EEOC and ADA. It provides the advantage of getting first hand information on identifying and verifying useful data for performing the job. Some disadvantages of a job analysis are it is time consuming, requires a useful sample size, and does not take into account most mental tasks. The job analysis is designed to collect and gather information on the process of job related duties a person will perform on the job. The data is used to develop and support the job itself, the job description; helps formulate an appropriate classification for the job and the job performance evaluation. The job analysis should clearly list the specific duties the person will be responsible for and how much time it will take to complete each task. In determining job functions it is important to remember the actual duties to be performed and that they are essential to the job. The level of experience will be required and any special training or education that will also be needed in order for it to be evaluated. There should be a clear purpose for analyzing...
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...HUMAN RESOURCE EFH LT MANAGEMENT ™ EDITION Gary Dessler Florida International University .I r e i l t l C e J r l 3 . l l Boston Columbus Indianapolis Dubai New York London Sydney San Francisco Madrid Milan Seoul Upper Saddle River Munich Paris Montreal Taipei Toronto Amsterdam Delhi Cape Town Mexico City Sao Paulo Hong Kong Singapore Tokyo Contents Preface xxiii Acknowledgments xxvii Introduction to Human Resource Management 2 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? What Is Human Resource Management? 4 Why Is Human Resource Management Important to All Managers? 5 Line and Staff Aspects of Human Resource Management 6 Line Managers' Human Resource Duties 6 Human Resource Manager's Duties 7 New Approaches to Organizing HR 9 Cooperative Line and Staff HR Management: An Example 9 Moving from Line Manager to HR Manager 10 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 10 Globalization and Competition Trends 11 Indebtedness ("Leverage") and Deregulation 12 Technological Trends 12 Trends in the Nature of Work 13 Workforce and Demographic Trends 14 Economic Challenges and Trends 15 IMPORTANT TRENDS IN HUMAN RESOURCE MANAGEMENT 16 The New Human Resource Managers 16 Strategic Human Resource Management 18 High-Performance Work Systems 19 Evidence-Based Human Resource Management 19 19 • EVIDENCE-BASED HR: Why Should You Be Evidence-Based? Managing Ethics 20 HR Certification 20 THE PLAN OF THIS BOOK 21 The Basic Themes...
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...Principles of Measurement Mosso member of the FASB FASB’s Conceptual Framework project over the period 1973-1985 Define measurement Measurement is the assignment of numerals and other symbols to represent the magnitude of an attribute of a phenomenon Phenomenon A thing or event of interest E.g. a table, a performance, an exam Attribute A characteristic or quality of the phenomenon to be measured Magnitude The extent to which the phenomenon has the attribute Often we can’t directly observe a phenomenon of interest We need to find a substitute Direct observation- the only time we can accurately observe the attribute and phenomenon How happy is the baby? Phenomenon-baby Attribute-happiness Can you measure this attribute directly? NO Smiles per hour Laughter per day Financial Statements: When investors focus on a company’s net income, is net income necessarily the investors’ attribute of interest Firm performance Firm future performance What two things do accounting measures often represent Performance- what have we done? Position- what do we have? Business Strategy and Accounting USSBA Too many teams to manage What is strategy according to Porter? Strategy is creating a fit among an organization’s activities (to enable it to realize its goal or mission). The success of a strategy depends on doing many things well and integrating among them Operational Effectiveness versus Strategic Positioning Operational effectiveness Performing similar activities...
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...MULTISTATE CORPORATE TAX COURSE John C. Healy | Michael S. Schadewald 2014 EDITION CPE CoursE! BONUS Earn CPE Credit and stay on top of key Multistate Corporate Tax issues. Go to CCHGroup.com/PrintCPE 2014 EDITION MULTISTATE CORPORATE TAX COURSE John C. Healy | Michael S. Schadewald ii Contributors Authors ........................................................... John C. Healy, MST, CPA Michael S. Schadewald, PhD, CPA Technical Review ....................................................... Sharon Brooks, CPA Production Coordinator ................................................... Gabriel Santana Production ......................................................................... Lynn J. Brown Layout & Design..................................................................Laila Gaidulis This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. © 2013 CCH Incorporated. All Rights Reserved. 4025 W. Peterson Ave. Chicago, IL 60646-6085 800 344 3734 CCHGroup.com No claim is made to original government works; however, within this Product or Publication, the following are subject to CCH’s copyright: (1) the gathering, compilation...
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...Learning with Cases INTRODUCTION The case study method of teaching used in management education is quite different from most of the methods of teaching used at the school and undergraduate course levels. Unlike traditional lecture-based teaching where student participation in the classroom is minimal, the case method is an active learning method, which requires participation and involvement from the student in the classroom. For students who have been exposed only to the traditional teaching methods, this calls for a major change in their approach to learning. This introduction is intended to provide students with some basic information about the case method, and guidelines about what they must do to gain the maximum benefit from the method. We begin by taking a brief look at what case studies are, and how they are used in the classroom. Then we discuss what the student needs to do to prepare for a class, and what she can expect during the case discussion. We also explain how student performance is evaluated in a case study based course. Finally, we describe the benefits a student of management can expect to gain through the use of the case method. WHAT IS A CASE STUDY? There is no universally accepted definition for a case study, and the case method means different things to different people. Consequently, all case studies are not structured similarly, and variations abound in terms of style, structure and approach. Case material ranges from small caselets (a few paragraphs...
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...GMAT GRADUATE MANAGEMENT ADMISSION TEST McGraw-Hill’s 2008 Edition James Hasik Stacey Rudnick Ryan Hackney New York | Chicago | San Francisco | Lisbon London | Madrid | Mexico City | Milan | New Delhi San Juan | Seoul | Singapore | Sydney | Toronto Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved. Manufactured in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher. 0-07-151120-2 The material in this eBook also appears in the print version of this title: 0-07-149340-9. All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark. Where such designations appear in this book, they have been printed with initial caps. McGraw-Hill eBooks are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs. For more information, please contact George Hoare, Special Sales, at george_hoare@mcgraw-hill.com or (212) 904-4069. TERMS OF USE This is a copyrighted work and The McGraw-Hill Companies, Inc. (“McGraw-Hill”) and its licensors reserve all rights...
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...McGraw-Hill Create™ Review Copy for Instructor Espinoza. Not for distribution. Course BBE 4505 Omar Espinoza University Of Minnesota NATURAL RESOURCES McGraw-Hill Create™ Review Copy for Instructor Espinoza. Not for distribution. http://create.mcgraw-hill.com Copyright 2012 by The McGraw-Hill Companies, Inc. All rights reserved. Printed in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without prior written permission of the publisher. This McGraw-Hill Create text may include materials submitted to McGraw-Hill for publication by the instructor of this course. The instructor is solely responsible for the editorial content of such materials. Instructors retain copyright of these additional materials. ISBN-10: 1121789048 ISBN-13: 9781121789043 McGraw-Hill Create™ Review Copy for Instructor Espinoza. Not for distribution. Contents 1. Preface 1 2. Methods, Standards, and Work Design: Introduction 7 Problem-Solving Tools 27 3. Tex 29 4. Operation Analysis 79 5. Manual Work Design 133 6. Workplace, Equipment, and Tool Design 185 7. Work Environment Design 239 8. Design of Cognitive Work 281 9. Workplace and Systems Safety 327 10. Proposed Method Implementation 379 11. Time Study 413 12. Performance Rating and Allowances 447 13. Standard Data and Formulas 485 14. Predetermined Time Systems 507...
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...intentionally left blank ETHICS IN INFORMATION TECHNOLOGY Third Edition George W. Reynolds Australia • Brazil • Japan • Korea • Mexico • Singapore • Spain • United Kingdom • United States Ethics in Information Technology, Third Edition by George W. Reynolds VP/Editorial Director: Jack Calhoun Publisher: Joe Sabatino Senior Acquisitions Editor: Charles McCormick Jr. Senior Product Manager: Kate Hennessy Mason Development Editor: Mary Pat Shaffer Editorial Assistant: Nora Heink Marketing Manager: Bryant Chrzan Marketing Coordinator: Suellen Ruttkay Content Product Manager: Jennifer Feltri Senior Art Director: Stacy Jenkins Shirley Cover Designer: Itzhack Shelomi Cover Image: iStock Images Technology Project Manager: Chris Valentine Manufacturing Coordinator: Julio Esperas Copyeditor: Green Pen Quality Assurance Proofreader: Suzanne Huizenga Indexer: Alexandra Nickerson Composition: Pre-Press PMG © 2010 Course Technology, Cengage Learning ALL RIGHTS RESERVED. No part of this work covered by the copyright herein may be reproduced, transmitted, stored or used in any form or by any means graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, Web distribution, information networks, or information storage and retrieval systems, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the publisher. For product information and technology assistance...
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...说明 1. 本资料来源于英文版《How to get into the top MBA programs》,作者为Don Martin. 2. 第一部分为115份真实的ESSAY, 分别来自于17个不同背景的申请人. 3. 第二部分为对21个常见ESSAY问题的分析，包括问题的关键，常见错误，正确的回答方式. 个人认为这一部分比真实的ESSAY更重要. 4. 由于文件采用扫描和文字识别方法输入, 可能存在一些错误. 5. 此文件仅供CHASEDREAM网友参考使用, 请尊重原书版权, 切勿用于商业用途. Xiearmyxiearmy 零四岁末于美国穷乡僻壤 Chapter I Application Essay Examples INTRODUCTION This appendix contains 115 actual essays written, by 17 different applicants, for leading MBA programs. They address dozens of different essay topics. The applicants and their essays have been selected to give you the widest possible range of materials from which to profit. The first four applicants all applied to the University of Chicago. They were chosen by Chicago’s admissions director, Don Martin, according to my desire that they be from four very different people and of average quality for those admitted. In other words, these essays will show you exactly what you are competing against. They are of perfectly acceptable quality, but they should not discourage you. If you follow the lessons of this book you should be able to surpass each of these efforts. The second set of three applicants—Melissa, Doreen, and Carol—is taken from Columbia University’s files. Columbia’s admissions director, Linda Meehan, was asked to supply several applications, again from people of widely differing backgrounds, but this time of superior quality. I think that this group’s applications...
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