Create an initial post using the attached background information. 250 words

First Post—Week 1 of the Module

Google Images CC license

Please respond to the following: 

When a large employer has locations in countries outside of the U.S., a standardized benefits program for all employees across the globe may be impractical and unsuccessful in achieving HR objectives. Discuss how culture and local practices affect the motivational aspects an employer is trying to achieve with a total rewards system.

Within your post, support your response with information from at least two reputable sources (library and/or web-based) and provide the full citation at the end. Use APA format for your references. Bring in your own personal experiences, if applicable.

Module 4 – Background

TOTAL REWARDS; EMPLOYEE & LABOR RELATIONS; GLOBAL HR

Total Rewards

Total rewards is the overarching name given today to the employee compensation area, which consists of wages/salaries and employee benefits. Employee compensation is a topic that we can all relate to. Employee perceptions of pay equity and competitive compensation packages are keys to attracting and retaining personnel in today’s competitive global market.

When seasoned HRM professionals think of employee compensation they likely think of wage and salary administration, which involves the job evaluation process and the establishment of a pay structure based on traditional job-based methods, competency-based methods or other desired pay approaches.

What is Job Evaluation?

Once we have studied what makes up a job (in the job analysis phase) we are able to write a job description, identify job specifications, and conduct a job evaluation. 

In the job evaluation phase we are using the information in job analysis to determine the value of each job as related to the other jobs in the organization. We often rank all the jobs in the organization and place them in a hierarchy that shows their relative worth.

This ranking is designed to show us a clearer picture of which jobs should pay more than others. However, in practice this is not always so. We find that external labor market conditions, collective bargaining, and individual skill differences may require some alterations between what we have learned from the ranking and the actual pay structure that results. That said, job evaluation still provides an objective standard from which those changes can be made.

Methods of Job Evaluation

Three common job evaluation methods include the following:

· ordering method (ranking job worth from highest to lowest)

· classification method (classifying grades of jobs based on skills, knowledge and responsibilities (e.g., U. S. Civil Service classification grades))

· point method (breaking down jobs based on identifiable criteria and the degree to which these criteria exist on the job)

Once the relative value of each job is known, a dollar amount is placed on the job’s worth. Employers often use pay grades and pay ranges in the job-pricing process. 

Pay Systems

There are pay systems in place in organizations today that are job-based. However, there are also alternatives to the traditional job-based pay structures. These alternatives include competency/skill-based pay, market-based pay, broadbanding, merit-bonus plans, and total rewards. In order to prepare for this module, you are encouraged to review traditional job-based models and the alternate structures available.

Labor Relations

There are many reasons employees join labor unions. Some of those reasons include unhappiness with management, new leadership roles, and a chance for more social interaction.  

Unhappiness with Management: Often this dissatisfaction centers on compensation issues, undesirable policies and procedures, threats to job security, and attitudes of management. 

New Leadership Roles: Some employees want to be heard. When they feel that no one pays attention to them, they seek out other ways to contribute and be noticed. Unions usually have a hierarchy of leadership beginning with the union steward, and individual employees have the opportunity to work their way up through various union levels.

More Social Interaction: Some people simply enjoy close interaction with their coworkers. Unions usually offer opportunities for employees and their families to attend union-sponsored recreational and social activities.

We will see in the Case that some of these factors are taking place at The King Company.

Employee Relations

Employee relations is usually the term used to describe internal relations with employees when there is no union presence. People move around in organizations and there are many ways that employees are affected by management and/or supervisory decisions on a daily basis. For example, employees are promoted, demoted, disciplined, transferred, discharged, and otherwise retired from service. There also might be an opportunity for employees to share their ideas as well as express their discontent in a non-threatening environment. In sum, it is probably safe to say that most employees want and need to be noticed as individuals.

Global HR

Of course, all of the HR functions we have discussed in this course exist whether or not an employer is located in the U.S. and/or in locations overseas. Going global entices transnational organizations to shift focus, embrace new attitudes, enhance approaches, and develop new, expanded awareness. HR problems and opportunities are endless. Companies that engage in global business must place an even greater emphasis on HR as a strategic partner. 

Required Sources

CBS This Morning. (2015). Work vs. vacation: From unlimited time to no time off. Retrieved from 

.

FitSmallBusiness (2013). Employee compensation—how to design the right plan. Retrieved  from 

https://www.youtube.com/watch?v=0Z2pwJ8TSy0.

Gollan, P. J., & Lewin, D. (2013). Employee representation in non-union firms: An overview. Industrial Relations, 52(S1), 173-193. Retrieved from Business Source Complete in the Trident Online Library.

Green, N., Ryan, K., & Levy, M. (2017). 

The correct way to terminate an employee

. Retrieved from 

http://www.humanresources4u.com/cms_files/original/How_to_Terminate_an_Employee1

Mishra, R. K., Singh, P., & Sarkar, S. (2012). Cross cultural dimension of compensation management: Global perspectives. Journal of Strategic Human Resource Management, 1(2), 63-71. Retrieved from ProQuest in the Trident Online Library.

Reilly, P. (2012). HR’s future in a global setting. Human Resource Management International Digest, 20(3), 3-5. Retrieved from ProQuest in the Trident Online Library.

Optional Sources

Miller, S. (2011). Study: Pay for performance pays off. Retrieved from 

https://www.shrm.org/ResourcesAndTools/hr-topics/compensation/Pages/PaysOff.aspx

Rose, M. (2014). Reward management. London: Kogan Page Ltd., Part I: The Fundamentals of Reward. Retrieved from Skillport/Books 24×7 from the Trident Online Library.