Week 4 Discussion

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11 Compensation Management

Case 11.1. Compensation Management: How Does Wage Compression and Pay Secrecy Affect Employee Motivation? Marie was the vice-president of human resources for Envelope City, which is a small manufacturing company that makes envelopes for the business market. The company has been in existence for almost 100 years. But there are some problems that can occur with being such an old business. For example, the organizational philosophy on wage compensation most likely was set many years ago when the economic, technological, and social conditions of the country were much different than they are today.

There are seven basic issues that make up the organizational philosophy on com- pensation. First, Envelope City has to make an honest assessment of how much it can afford and is willing to pay its employees. Second, Envelope has to decide what type of compensation (base pay, wage add-ons, incentives, and benefits) it wants to offer. Third, Envelope has to decide if compensation will be based on loyalty/tenure or if employees will receive raises based on the quality of their work performance. Fourth, a decision needs to be made whether compensation will be based upon a competency- based system that involves the individual’s level of knowledge in a particular area or based on the individual skills the person brings to work. Fifth, Envelope needs to decide to pay employees at, above, or below wage levels that workers are receiving at area competitors. Sixth, Envelope has to decide if it is going to allow wage compression to occur between new and long-term employees. Last, Envelope has to decide if pay secrecy (which means employees will not be aware of what each of them is actually paid) will be used within the company.

Interestingly enough, Envelope City found that the last two issues—wage compression and pay secrecy—caused some problems at the company. Wage com- pression, in particular, is a major problem. Wage compression occurs when new employees require higher starting pay than the historical norm, causing a narrow- ing of the pay gap between experienced and new employees. The result is that new employees are paid more than longtime employees who are equally talented and at the same level in the organization, regardless of their many years of experience with the company.

C o p y r i g h t 2 0 1 6 . S A G E P u b l i c a t i o n s , I n c .

A l l r i g h t s r e s e r v e d . M a y n o t b e r e p r o d u c e d i n a n y f o r m w i t h o u t p e r m i s s i o n f r o m t h e p u b l i s h e r , e x c e p t f a i r u s e s p e r m i t t e d u n d e r U . S . o r a p p l i c a b l e c o p y r i g h t l a w .

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Chapter 11 • Compensation Management 5 9

Marie experienced a form of wage compression as a teenager when she worked at a fast food restaurant. At the time, back in the 1980s, she had worked hard at a minimum wage of $1.60 per hour. She worked hard for 2 years to earn a dime raise. However, shortly thereafter the minimum wage was increased to $3.20 per hour. Marie lost her dime wage increase for good performance—she made only the mini- mum of $3.20 per hour.

As a young adult in her twenties, Marie went to work for an oil company and gained 5 years of experience in a human resources department. She then switched jobs to work as the vice-president of human resources at Envelope City. She negoti- ated a good contract that doubled her salary. However, her salary leap-frogged the other vice-presidents at Envelope City. If her salary was disclosed to the other vice- presidents, they would be very upset to know she was being paid as much or more than the more experienced VPs who had worked at Envelope for many years.

Marie did not intend to create a situation where wage compression was going to be a problem for her new HR department at Envelope City. She felt that the result of her new employee contract (and other similar new employee contracts) was an unin- tended consequence of Envelope City trying to be a more aggressive employer and to pay new employees a competitive salary compared to the company’s competitors.

Another disadvantage of salary compression occurs when lower-level, nonmanage- ment employees are paid as much, or more, than those in managerial positions.1 This situation can quickly demotivate key managers.

The only good news about wage compression is that employees often keep their own pay a secret. They are often afraid to compare salaries against each other in case they find that they make less salary than their colleagues.

In 2010, nearly half of all workers were contractually required or encouraged to not talk about their pay level with colleagues.2 On April 8, 2014, President Obama signed an executive order prohibiting federal contractors, subcontractors, and feder- ally assisted construction contractors from discriminating against employees or appli- cants who ask other employees about their compensation.

However, pay secrecy might also be one of the reasons that women are paid only 77 cents on the dollar that men make in the same job. Organizations might use pay secrecy to make it difficult for women to compare their salaries with men in similar positions.

Case Question

1. Why does wage compression occur in organizations?

2. How can pay secrecy affect employee motivation?

3. Have you experienced wage compression in your career?

4. Have you experienced pay secrecy?

5. Does President Obama’s executive order impact employees at private companies such as Envelope City?

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Part IV • Compensating6 0

Case 11.2. Trends and Issues in HRM: What Motivates Employees at Work? Expectations or Equity? Edwidge was thrilled to get a new job at Stubbub soon after she graduated from college with a 4-year degree in management. She was quickly thrown into the position of customer sales and service, selling tickets to sporting events and concerts. After a few months, Edwidge was still in customer service and wondered what her future looked like at Stubbub. She was concerned that she was working very hard but wasn’t receiv- ing a salary increase for all her efforts.

This was the first time in Edwidge’s life that she wondered why people go to work. Edwidge liked to compare herself to other employees and to figure out whether she was being treated equally. She noticed that all the new employees she started with were working in customer sales and service.

Edwidge decided to look at a few motivation theories to see if they could help her understand her job expectations. Victor Vroom proposed the expectancy theory in 1964 as it applies to motivation. Expectancy theory states that Edwidge’s motivation is an outcome of how much an individual wants a reward (valence). Edwidge assesses the likelihood that her effort will lead to expected performance (expectancy) and the belief that the performance will lead to reward (instrumentality). Expectancy is Edwidge’s faith that better efforts will result in better performance and rewards.3

Edwidge next looked at equity theory, which was developed by John Stacey Adams in 1963. Adams proposes that Edwidge will be demotivated if she feels her inputs are greater than the outputs she receives. If this happens, Edwidge might respond by being demotivated, reducing her effort, and becoming an unhappy employee.4

Edwidge also researched the concept of comparable worth. Comparable worth is similar pay for similar work. The concept of comparable worth holds that, if Edwidge can compare her job, skills, responsibilities, and efforts with that of another man or woman, and they are similar, then she should be paid a similar wage. This makes the concept of comparable worth much broader than just equal pay for equal work. The key to similar worth, from a legal standpoint, is to determine the value of a job while also taking into account the supply and demand for a particular job.

One factor in the compensation system at Stubbub also caught Edwidge’s attention while doing her research. She detected that pay secrecy was the normal practice at work. She really didn’t know what the other employees were getting paid since this information was heavily guarded. Edwidge thought protecting employee salaries was the correct approach for companies to take, but it did make it hard to compare her pay against other employees.

Case Questions

1. Do you think the expectancy theory is correct in explaining what makes Edwidge happy? Explain why or why not.

2. Do you think the equity theory does a better job than the expectancy theory

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Chapter 11 • Compensation Management 61

Notes

1. Kochanski, Jim, and Yelena Stiles, “Put a Lid on Salary Compression Before It Boils Over,” Society for Human Resource Management, July 19, 2013, http://www.shrm.org/hrdisciplines/ compensation/articles/pages/salary-compression-lid.aspx.

2. Women’s Bureau, “Fact Sheet,” U.S. Department of Labor Women’s Bureau, August 2014, http://www.dol.gov/wb/media/pay_secrecy.pdf.

3. http://www.yourcoach.be/en/employee-motivation-theories/vroom-expectancy-motiva tion-theory.php.

4. https://www.mindtools.com/pages/article/newLDR_96.htm.

of explaining what makes employees happy?

3. If you worked in human resources, how would you use positive reinforcement to support employee development?

4. How does pay secrecy make it hard to accept the equity theory?

5. How would Edwidge apply comparable worth to her work situation?

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12 Incentive Pay

Case 12.1. Executive Compensation: New Developments in Executive Compensation Human resources leaders and compensation experts will always need to attract talented managers to their corporations. However, newer laws are in place to help rein in large executive salaries.

Sarbanes-Oxley (SOX) in 2002 has allowed the Securities and Exchange Commission (SEC) to “claw back” executive pay and stock awards retroactively. SOX has mandatory reporting requirements of all company perks, jets, country club memberships, and so on.1

The Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010 was signed into federal law by President Barack Obama on July 21, 2010. Commonly known as the Dodd-Frank, it requires that a public company present to its sharehold- ers a plan to approve compensation, and “enhanced compensation” must be disclosed to the SEC. The goal is to monitor executive compensation by making sure executives are meeting performance-based goals.

The Dodd-Frank Section 953 requires additional disclosure about certain compen- sation matters, including pay-for-performance and the ratio between the CEO’s total compensation and the median total compensation for all other company employees.2

SOX and Dodd-Frank are very large laws that HR people might not be able to fol- low on a daily basis. However, since the recession of 2008, there has been much more attention paid to the large salaries executives receive.

Most large salaries come in the form of stock and stock options in the company. CEOs are rewarded for their performance by receiving these stock options. For exam- ple, CEO Larry Ellison of Oracle was paid $96 million in 2012 and $77 million in 2013 (he declined a performance bonus and took $1 in salary).

However, a study by professors found that, the more CEOs got paid, the worse their companies did.3 One conclusion was that the CEOs became overconfident in their abilities and made poor decisions. Another conclusion might be that they lost their focus and motivation and found other pursuits outside the company to follow. For example, Ellison is very active and a big supporter of yacht racing.

The clawback issue is still being pursued in 2015 as part of Dodd-Frank. The SEC voted to propose a rule that would require exchanges to establish standards for

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Chapter 12 • Incentive Pay 6 3

revoking executive bonuses when companies restate earnings or make accounting errors leading to the restatement of earnings, regardless of the executive’s fault.4 The clawback window would extend for 3 years after the bonus was given.

There is also a call for improving the Sarbanes-Oxley legislation since it has been more than 10 years since the regulation has been established. BoardProspects is an online professional community dedicated to building better boards of directors for private, public, and nonprofit organizations. Mark Rogers, the founder and chief exec- utive, posts that the real problem with executive compensation starts with the board of directors. He points at the collapse of Enron as a failure of the board of directors. The board didn’t safeguard Enron shareholders and contributed to the collapse of the seventh largest public company in the United States. The board allowed Enron to engage in high-risk accounting, inappropriate conflict of interest transactions, extensive undisclosed off-the-books activities, and excessive executive compensation. Rogers claims that executive pay would be more reasonable if there were term limits on how long a person can serve on a board, limits on the number of boards a person can sit on at one time, and requirements for continuing education on governance as part of his or her training.5

Case Questions

1. What is a clawback process in regard to executive compensation?

2. How do the newer laws impact the job of the HR person or compensation expert?

3. Why is the Dodd-Frank legislation so important to executive compensation?

4. Why is Sarbanes-Oxley an important part of HR?

5. What is the role of the board of directors in setting executive pay?

Case 12.2. Trends and Issues in HRM: The Giving Praise Model in Action The first time David Shaker went to work and was paid was when he was 18 years old. Although David did jobs such as raking leaves and shoveling snow, he was more focused on playing sports than getting a part-time job. During his first year of college, he found his first real job at a McDonald’s. The part-time job at McDonald’s taught David almost everything he learned about business, and he has used it throughout the rest of his life.

One such learning lesson at McDonald’s was in regard to compensation and incentive pay. Individual incentives reinforce performance with a reward that is sig- nificant to the person. At 18 years old, David was very happy with a minimum wage of $1.65 and the benefit of a free meal for each shift he worked. Since David was evaluated on his personal performance at the restaurant, it was pretty easy for his

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Part IV • Compensating6 4

manager Naino Leo to evaluate the quality, cleanliness, and service David provided to customers. Plus, it was fairly easy to evaluate David since his job had a distinct outcome (the quality and appearance of the cooked hamburger).

After David graduated from college in 1982, he took a marketing position with the old AT&T. David was evaluated on the performance of the entire group of marketers and their ability to sell expensive telephone systems to business customers. Group incentives provide reinforcement for the actions of more than one individual within the organization. The group evaluation at AT&T did promote teamwork because the employees in David’s area had to work together to earn their bonus. Most of the team members were loyal and trusted each other to complete the sales. However, the prob- lem with teamwork at AT&T was that a few employees played the social loafer role. That meant that they didn’t work nearly as hard and made fewer sales to customers. These social loafers still expected to share in the bonus each employee would get if the team met or went beyond their sales goal. A bonus is a lump sum payment, typi- cally given to an individual at the end of a time period. Like all employees, David was happy to get a “holiday bonus.”

David’s next step in his career path led him to Monarch Insurance, where he learned all about the strengths and weaknesses of commission-based sales. A com- mission is a payment typically provided to a salesperson for selling an item to a customer, usually calculated as a percentage of the price of the item sold. In David’s case, he sold insurance policies to employees at other companies as part of the ben- efit those employees were offered. Thus, if David sold an employee from Company ABC an insurance policy to protect his family in case of his death, then David would earn a commission. Many salespeople are paid on a straight commission, meaning that they get paid only if they sell an item. In David’s case, he was paid a lower base salary, which was supplemented by commissions on his sales. David felt his salary plus commission compensation structure was implemented properly, and he enjoyed the motivation to increase his paycheck by making more sales. It was important for David to treat customers properly (as he was trained at McDonald’s), even if he made a smaller commission. He would rather see that the customers got the correct life insurance policy. Commission sales can motivate salespeople to want to earn the highest commission possible—even if it means that customers buy more product than they actually need.

David felt fortunate that he never worked under a piecework or piece-rate plan. However, he once took a tour of a toy factory, which was under a piece-rate plan, and he watched the employees sorting pieces to include in a 72-piece set. The employees working around the machine were quite calm and peaceful. They just kept inserting bricks, such as the toy head for the person, into the set. When asked, the employees said they were paid for each set of products that was made to the expected quality and specifications. The employees also noted that they enjoyed job rotation and would exchange seats around the machine and belts. That would allow the person to take a different part and insert that part into a different spot in the box. The key for the employees was to work at the proper pace so that they were not working too slowly or too fast. Working too slowly could mean that you weren’t making enough of the product. Working too fast could mean that you made mistakes because you didn’t have enough time to be careful.

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Chapter 12 • Incentive Pay 6 5

But for all the different compensation plans that David experienced in his differ- ent jobs, he was most happy when someone told him he was doing a good job. If the customers said he was doing a good job . . . great! If a manager said he was doing a good job . . . great! If his wife praised him about doing a good job—that was also great!

The Giving Praise Model has four steps. The first step is to tell the employee exactly what was done properly. The second step is to tell the employee why the behavior is important. The third step is to allow a moment of silence to give the employee a chance to feel the impact of the praise. The fourth step is to encourage repeat perfor- mance so the employee continues to do great work.

Upon reflection, David was always impressed with the praise he received at McDonald’s from his boss Naino Leo. Naino gave praise fairly easily, and it didn’t cost McDonald’s a penny! Managers who use praise will realize that it really works and that employees work even harder to keep up the good work. At times, David did receive praise for finishing his college education, selling telephones for AT&T, or selling an insurance policy. But he also was a little sad that he never quite had the same praise that he had received at 18 years old from his boss Naino.

Case Questions

1. How would you compare hourly wages, having a salary, or being paid by commission?

2. What is the benefit of the Giving Praise Model?

3. Why do companies have a piece-rate system?

4. What is the key step in the praise model?

5. Which type of compensation incentive would you be most likely to receive if you stayed with the same company for 20 years?

Notes

1. Nemer, Kirk D., “New 2015 Developments in Executive Compensation,” Executive Career Insider, May 28, 2015, https://www.bluesteps.com/blog/executive-compensation-2015.

2. https://www.sec.gov/spotlight/dodd-frank/corporategovernance.shtml. 3. Adams, Susan, “The Highest-Paid CEOs Are the Worst Performers, New Study Says,” Forbes,

June 16, 2014, http://www.forbes.com/sites/susanadams/2014/06/16/the-highest-paid-ceos- are-the-worst-performers-new-study-says/.

4. “SEC Proposes Executive Bonus ‘Clawback’ Rule,” ABA Banking Journal, July 1, 2015, http:// bankingjournal.aba.com/2015/07/sec-proposes-executive-bonus-clawback-rule/.

5. Rogers, Mark, “Sarbanes-Oxley 10 Years Later: Boards Are Still the Problem,” Forbes, July 29, 2012.

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6 6

13 Employee Benefits

Case 13.1. Statutory Benefits: Companies Kicking Your Spouse Off of Your Health Care Plans Dennis Ferry works for Compatible Technology in its customer service department. Dennis knows he will have to make plenty of decisions when open enrollment for his company health plan, Health New England, rolls around July 1 each year. Dennis’s health-care coverage was totally free for employees in 1982 when he was just out of college. That was a long time ago—and health care in the United States has changed dramatically.

Today, companies are looking to save as much money as possible when designing a health-care program. Each employee who signs up for the company health-care program can cost the company between $4,000 and $10,000 a year, depending on the program selected. Of course, it would be nice to think that the companies (and our government) are also trying to make sure we receive the best health care possible.

Dennis’s wife, Janice Ferry, is employed by LEGO. Dennis and Janice have three daughters under 10 years old. As a family, they can expect to pay about $300 a month for the plan offered by Compatible Technology. They can also expect a deductible around $2,500 to $4,000. The Compatible health-care plan has a deductible of $2,500, which means the Ferrys will have to pay $2,500 in actual medical costs for pharma- ceutical drugs, office visits, hospital stays, and so on before they can expect to receive “free” health service until July 1 rolls around again.

If Dennis worked for UPS, Janice would have to take health-care insurance from her job at LEGO, since she would not be allowed to stay on the Compatible plan. That would happen because UPS informed their employees that their spouses would be dropped from their health-care plan if the spouse can obtain health care at his or her own place of employment.1 This measure was taken as a reaction to the Affordable Care Act (ACA). UPS expects to save money by avoiding paying the premiums for each person on the plan. These premiums were implemented as part of the ACA.2

In Dennis’s case, he recently had to decide if he wanted to receive a $3,000 pay- ment from his employer, Compatible Technology, to not take his health-care benefits.

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Chapter 13 • Employee Benefits 67

The $3,000 must be used to pay for a spouse’s health-care program. Thus, if Dennis didn’t take Compatible’s health-care plan from Health New England, he would be paid $3,000 to help pay for health-care benefits at LEGO, where his wife works. Proof of the other health-care plan must be provided. In Dennis’s case, since his wife Janice worked for LEGO with a generous health-care plan, they decided to take the offer from Compatible for $3,000 and would apply it to a family plan offered by LEGO. This appears to be a positive switch in plans, since even Compatible will be happy that it will not have to pay its portion of Dennis’s health-care plan, which would be greater than $3,000.

Case Questions

1. Approximately how much money would a company spend on a health-care plan for Janice as compared to her own cost?

2. What did UPS claim as the reason for dropping spouses from its health- care plans?

3. What decisions does Janice have to make in regard to selecting her health-care plan?

4. At UPS, what would be the result if your spouse was forced to use his or her own company plan?

5. What health-care plan are you covered by at this time? Are you working for a company and have you accepted the company plan? Are you on your parents’ plan, which you can be covered on until age 26?

Case 13.2. Trends and Issues in HRM: Managing New Laws Regarding Sick Leave It might be surprising to know, but there is no general legal requirement that employ- ers give employees sick leave in the United States. While most employers do give employees some paid time off each year to be used for sick leave, the law does not require employers to do so in most circumstances. Since there is no requirement under federal law that employees be given sick leave, there also is no legal requirement that sick leave, if given by an employer, be paid leave.

The following passage is from the U.S. Department of Labor.

Currently, there are no federal legal requirements for paid sick leave. For compa- nies subject to the Family and Medical Leave Act (FMLA), the Act does require unpaid sick leave. FMLA provides for up to 12 weeks of unpaid leave for cer- tain medical situations for either the employee or a member of the employee’s immediate family. In many instances paid leave may be substituted for unpaid FMLA leave.

Employees are eligible to take FMLA leave if they have worked for their employer for at least 12 months, and have worked for at least 1,250 hours over

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Part IV • Compensating6 8

the previous 12 months, and work at a location where at least 50 employees are employed by the employer within 75 miles.3

An estimated 43 million people nationwide have no paid sick time. Employees without time for sick leave often make up excuses to take time off or try to work when they are sick. Employees also have to figure out what to do when their child is sick and needs to stay home, when they need to go to their own doctor, or when they need to help a sick relative.

However, cities and states are starting to propose and pass laws that provide work- ers with sick leave time. A city of Pittsburgh councilman has proposed an ordinance that allows employees to earn sick days based upon the number of hours they have worked. The draft legislation allows 30 hours of work to equal 1 hour of sick time. Employees cannot earn more than 72 hours of sick time in a year. Businesses with fewer than 15 employees can limit sick time to 40 hours.4

Effective July 1, 2015, the state of Massachusetts passed the Earned Sick Time Law, which provides 1 hour of sick time for 40 hours of work. Earned sick time is paid at the employee’s normal rate of pay. Employers that have 11 employees or more must allow their employees to earn and use up to 40 hours of paid sick time per calendar year. Employees working for an employer with fewer than 11 employees can earn up to 40 hours of unpaid sick leave per calendar year. An employee may miss work (1) to care for a physical or mental illness, injury, or medical condition affecting the employee or the employee’s child, spouse, parent, or parent of a spouse; (2) to attend routine medical appointments or those of a child, spouse, parent, or parent of a spouse; or (3) to address the effects of domestic violence on the employee or the employee’s dependent child.5

Six and a half million people in California became eligible for paid sick leave for the first time starting July 1, 2015. The Healthy Workplace Healthy Family Act of 2014 guarantees up to three days of paid sick leave for all California workers who work for 30 or more days within a year of becoming employed. The law will help employees in the retail and fast food industry, since those employees often have young children and often need to take sick time to tend to those children when they are ill.

Overall, as of July 2015, California, Connecticut, Massachusetts, and the District of Columbia, as well as at least 18 cities, have laws mandating paid sick days.6

Case Questions

1. Is sick time part of paid time off benefits?

2. Do you believe that employees abuse sick leave by using a “use it or lose it” approach?

3. Does having a sick leave policy help reduce overall stress?

4. Why doesn’t a national sick leave law exist?

5. Does the company you (or your relative) work for have a sick leave policy? If so, what is that policy?

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Chapter 13 • Employee Benefits 69

Notes

1. Ponder, Crissinda, “Will Company Health Plans Drop Spouses?” Bankrate.com, http://www .bankrate.com/finance/insurance/employer-health-plans-drop-spouses.aspx.

2. Greenhouse, Steven, “U.P.S. to End Health Benefits for Spouses of Some Workers,” New York Times, August 21, 2013.

3. United States Department of Labor, “Work Hours: Sick Leave,” http://www.dol.gov/dol/topic/ workhours/sickleave.htm.

4. Zullo, Robert, “Pittsburgh Council to Introduce Paid Sick-Leave Legislation,” Pittsburgh Post- Gazette, July 6, 2015, http://www.post-gazette.com/local/2015/07/06/Council-to-introduce- paid-sick-leave-legislation/stories/201507030268.

5. http://smcattorneys.com/employment-law-update-massachusetts-sick-leave-law/. 6. Karol, Gabrielle, “California Paid Sick Leave Act Goes Into Effect July 1,” USA Today Network,

June 30, 2015.

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