CAN YOU DO THIS FOR ME DUE 1/26/2020.. book that is used strategic compensation  

Strategic Compensation  – 9TH 17
by: Martocchio 

Answer the questions at the end of the Case Study assigned for the specific assignment. These are found in your textbook. assignment requires 3–4 full pages and at least 5 scholarly, resources to substantiate your position in your answer. You must carefully read the requirements below , noting the expectations beforehand. These exercises are meant to foster your comprehensive research. 

The case studies are as follows:

· Case Study 1 – Case Study from Chapter 2

The specific requirements are as follows:

· As a graduate student, the expectation is quite high for your required quality and effort. Your Case Study must be written near the standard and quality of journals and other published materials. 

· Cover page, abstract, reference page, and appendices do not count toward the minimum page length requirement. 

· At least 5 scholarly sources are required. 

· Use the current APA manual to ensure that you correctly cite your sources. 

· The use of sources such as Wikipedia, Investopedia, blogs, personal or corporate websites, or even pay-for-paper or solutions-type websites will result in an automatic 0. 

· Do not write in question/answer format; you will receive an automatic 0 if you do. Instead, use the questions to guide and form your paper.

Note: Meeting the minimum specifications will result in the minimum passing grade. You are expected to provide an in-depth, analytical review of the case topic. Assignments that do not meet the minimum criteria will not receive a passing grade. 

Each Case Study is due by 10:59 p.m. (CST) on Sunday of the assigned modules/weeks.

Case Exempt or Nonexempt?

mymanagementlab.com icon An additional Supplemental Case can be found on MyManagementLab.

Jane Swift is becoming frustrated with her job as a shift leader at Jones Department Store. She’s worked there for 6 months, and the full-time job has turned into more than full time. Several associates have left the store, and as a result, the past several weeks she has worked 45–50 hours each week. She doesn’t mind working the extra hours; she is just frustrated because she is not getting paid overtime pay.

She asked the store manager, Amy Kostner, about the overtime pay she was due. Amy informed Jane that shift leaders are part of the management team and are classified as exempt under the Fair Labor Standards Act. The store is not required to pay exempt workers overtime pay.

Jane agrees that she is part of the management team. As a shift leader, Jane runs the floor when she is on duty. One of the assistant managers sets the daily schedule of associates each week, but Jane and other shift leaders assign the associates to various work areas as needed. Depending on store traffic, associates need to be moved from stocking shelves and cleaning to cashiering or assisting customers. When not working on such management responsibilities, the shift leaders generally assume the duties of associates by assisting customers and cashiering. Jane reports that she typically spends only a little more than half of her time performing associate duties.

Shift leaders are also involved in managerial decisions. For example, they often sit in on employment interviews and typically are aware of employee terminations before the employee is fired. They also give feedback about the associates to the assistant managers who write the annual performance appraisals.

Just like a manager, Jane makes a lot of decisions during the course of her shift each day. If there is a dispute on a sale price, Jane searches the weekly sales flyer to determine the correct price. If a customer has a return, Jane reviews the transaction and initials it before the cashier can give a refund. However, she does not have complete autonomy in making decisions. For example, if a return is greater than $50.00, an assistant manager or the store manager needs to approve the refund.

But even though she agrees that she is part of the management team, Jane isn’t satisfied with Amy’s answer on her question about pay. If she isn’t eligible for overtime pay, she thinks that she should be paid more. While she is paid at a higher rate than most of the associates, she is not paid nearly as much as the assistant managers. A pay increase or overtime pay would at least make it worthwhile for her to put in the extra hours.

Questions:

    2-6. Why did Amy classify the shift leaders as exempt? Are there any advantages to Jones Department Store to having the shift leaders classified as exempt?

    2-7. Do you think that the shift leaders are properly classified as exempt? Why or why not?

    2-8. What are some factors that Amy should consider when determining whether shift leaders are ­exempt or nonexempt?

BUSI 645

Case Study Instructions

Answer the questions at the end of the Case Study assigned for the specific assignment. These are found in your textbook. Each assignment requires 3–4 full pages and at least 5 scholarly, resources to substantiate your position in your answer. You must carefully read the requirements below , noting the expectations beforehand. These exercises are meant to foster your comprehensive research.

The case studies are as follows:

· Case Study 1 – Case Study from Chapter 2

· Case Study 2 – Case Study from Chapter 7

· Case Study 3 – Case Study from Chapter 10

The specific requirements are as follows:

· As a graduate student, the expectation is quite high for your required quality and effort. Your Case Study must be written near the standard and quality of journals and other published materials.

· Cover page, abstract, reference page, and appendices do not count toward the minimum page length requirement.

· At least 5 scholarly sources are required.

· Use the current APA manual to ensure that you correctly cite your sources.

· The use of sources such as Wikipedia, Investopedia, blogs, personal or corporate websites, or even pay-for-paper or solutions-type websites will result in an automatic 0.

· Do not write in question/answer format; you will receive an automatic 0 if you do. Instead, use the questions to guide and form your paper.

Note: Meeting the minimum specifications will result in the minimum passing grade. You are expected to provide an in-depth, analytical review of the case topic. Assignments that do not meet the minimum criteria will not receive a passing grade.

Each Case Study is due by 11:59 p.m. (ET) on Sunday of the assigned modules/weeks.

Criteria Levels of Achievement

Content 70% Advanced Proficient Developing Not present
Content and
development

40 to 36 Points

Information clearly relates to
the main topic. It includes
several supporting details

and/or examples. All topics
are thoroughly addressed
and/or all questions are

answered. Minimum word

count is reached.

35 to 28 points

Information clearly relates to
the main topic. No details
and/or examples are given.

All or most topics are
generally but not

comprehensively addressed
and all or most questions are
answered. Minimum word

count is reached.

27 to 1 points

Assignment is missing key
elements; lacks contextual
presentation and the central
thesis of the project is unclear.
Information has little or no

relation to the main topic. Topics
and/or questions were not
addressed satisfactorily.

Minimum word count is not
reached.

0 points

No assignment submitted.

Depth and
Organization

30 to 27 points

The introduction provides
sufficient background on the
topic and previews major

points. Ideas flow in a logical
sequence. The structure of the
paper is clear and easy to

follow. The paper’s
organization emphasizes the
central theme or purpose.
Paragraph transitions are

present, logical, and direct the
flow of thought throughout
the paper. The conclusion
logically derives from the

paper’s ideas. The conclusion
reviews the major points
toward the appropriate

audience.

26 to 21 points

The introduction provides
sufficient background on the
topic and previews most major
points. Ideas flow in a fairly

logical sequence. The structure
of the paper is somewhat hard

to follow. The paper’s
organization does not

emphasize the central theme
or purpose. Paragraph

transitions are mostly present,
logical, and direct the flow of
thought throughout the paper.
Comprehensive conclusion

missing.

20 to 1 points

The introduction provides
sufficient background on the
topic and previews one or two
major points. Some breaks in
logic are present. The structure
of the paper is somewhat clear
and easy to follow. The paper’s
organization emphasizes the
central theme or purpose.
Paragraph transitions are

missing on some sections. The
conclusion somewhat derives
from the paper’s ideas. The

conclusion may not review the
major points toward the
appropriate audience.

0 points

No assignment submitted
or is posted in question

and answer format.

Structure 30% Advanced Proficient Developing Not present
Grammar/

Punctuation/Spelling
and Formatting

30 to 27 points

Rules of grammar, usage, and
punctuation are followed.

26 to 21 points

Rules of grammar, usage, and
punctuation are generally

20 to 1 points

Rules of grammar, usage, and
punctuation are generally
0 points

No assignment submitted
or is posted in question

Spelling is correct. The paper
follows APA format
guidelines. The paper is
written in 12pt font, Times
New Roman, double-spaced
and 1” margins. The work is
original, giving credit to all
borrowed

ideas.

followed but some mistakes
are evident. Spelling is correct.
The paper follows APA format
guidelines but with some

mistakes. The paper is written
in 12pt font, Times New

Roman, double-spaced and 1”
margins. The work is original,
giving credit to all borrowed

ideas.

followed but many mistakes are
evident. Spelling is incorrect in
places. . The paper fails to follow

APA format guidelines to
include: Written in 12pt font,
Times New Roman, double-
spaced and 1” margins. The

work is original, giving credit to
all borrowed ideas

and answer format.