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Is equitable and fair on compensation
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1-Base compensation: $ 110,000 per year. I believe $110,000 is a fair compensation, it’s a 10% higher than the median salary for an MBA that graduated from Harvard in the Health related services industry. He will be working directly with the CEO, so right from the start he will have more responsibilities and impact than other managers that start at the company, I believe this deserves that extra 10%. I also believe, that when you are determining your own compensation, it’s better to put more focus on the compensations attached to results, that shows your commitment to the company and that you are not interested in the easy money. 2-The standard number of options received by executives entering Whole Health at Monroe’s level is 10,000. What number do you propose he should receive? …show more content…
He should receive the standard 10,000 dollars at first, and add $1000 more if he accomplishes one or more predetermined goals.
Giving stock options is giving a part of the company, I believe they should be earned by showing commitment to the company through accomplishing goals and not just be attached entirely to time spent on the company. 3-Incentive bonus: $40,000 based on agreed upon goals The average incentive bonus for a Harvard graduate in health industry is $30,000, but I believe this is the item where he can have a higher negotiation power without seeming unreasonable. He is attaching this extra compensation to results and he has a boss that really wants him to succeed, I believe that he is showing that he is committed to the company and that he believes he can do a good job with the support he will
get. 4-Write a response to Jim as if you were Monroe. It can be as long or short as you want it to be. Jim, I’m very excited to join Whole Health Management. Over the past few weeks I have experienced both the openness and innovation that shape the company’s culture. I also want to thank you for the confidence you are putting in me right from the start, that shows me that my personal and professional development will start right since day 1, I can’t wait to learn from you. As per your request, you will find the complete compensation package attached to this email. I believe this is a fair compensation package that is competitive for HBS standards and within Whole Health’s salary range. It is also have a good focus on performance bonus, as I believe that I need to earn my right to higher earnings. Like you mentioned, I also expect to fail, but I will quickly learn and recover, and I want to commit to be better every day and earn my bonuses. I would love to discuss the details of the compensation package and finalize the details of the offer, I look forward to hearing back from you. Thank you for welcoming me into the Whole Health family. Monroe
According to the ASC 718-10-30-2: When companies grant share options to their employees, the calculations of payment (compensation cost) only depend on the fair value. This means that only fair value is useful to calculate compensation cost of OMS recognize in each year of the award’s service period.
While it has only been two years that he has been working with the firm, he is a great employee and has quickly moved up to position of manager. If he was just a good employee he would not have been promoted, but he stood out amongst others and proved that he deserved that position so he should be paid more than those working under him. I understand that Avery McNeil must have higher starting salaries than its competitors to receive new employee’s, but then they should also raise the manager salary’s like Simpson’s to be greater than employees who work below them. In situations like these employees feel less motivated to work harder or even continue working at the same rate. Michael Simpson loves his job and knows if he leaves Avery McNeil, other firms will not give him the same opportunity, but maybe a better pay. So, if he feels stuck at his job he may start working less or putting in less effort at work. He may even decide to leave the company completely if another company pays him better. Simpson seems like a very easygoing employee and somewhat agreeable. He does not seem like he wants to bring up the situation to his boss because well first he would get asked the question of how he found this information and second because he does not even know if he should ask for a raise. Sometimes when employees seem agreeable managers feel they can take advantage of the situation. This can lead to a situation like Michael Simpson’s. While Simpson has a valued position, his salary does not show that he is being valued because he has been working longer and has a higher position than Walt and Rich. Unfairness in a work place can lead to employees being unmotivated to work harder for the company and sometimes even cause employees to leave altogether because they do not feel that they are being valued by the
A) The annual sum of $250,000 for the first three contractual years. Following the first three years, annual salaries will be negotiated and may be tied to company performance.
Reasons being their job in an organization or a corporation is very crucial and not easy to replace. Due to this, companies often go to great lengths spending hundreds of thousands of dollars searching and recruiting for someone who is able to help their company grow in value and continue to be successful. In order to attract the best and highly skilled employees, companies cannot just focus on their salary offers anymore. Competitive hiring practices are now focusing on various compensation and benefit packages that will make potential employees favor them to other competitive companies (“Executive Benefits and Compensation”, 2016). Companies must offer benefits that will have a positive effect on the organization without being counterproductive, meaning offering benefits that employees will use appropriately and will consequently have a positive impact on their effectiveness at work. Some concerns about executive compensation include making business decisions in order to meet business goals under the premise of personal gain in order to receive their incentive (“Executive Benefits and Compensation”, 2016). In order to combat this concern companies should tie the employee’s incentives to the value of their firm
In April 2010, KK BB, the CEO of Marshall & Gordon, a leading public relations firm met with the firm’s leadership committee off-site in Miami. This off-site brought together Marshall & Gordon’s executive committee, practice and regional heads, and senior HR officers to discuss on redesigning the firm’s compensation system. A global advisory taskforce, under the direction of an external consulting firm, had spent three months collecting and analyzing data. Marshall & Gordon hired external specialists to design the new performance management program. The specialists proposed that the senior managers and human resource form a global advisory unit together with Marshall & Gordon partner to represent the firm’s five regions of the firm and lead the design process. The advisory unit surveyed all consultants in February in order to understand their way of thinking about the fairness, worth, and effect of the current performance management system. Majority of the interviewees responded to the corporate surveys implying that the subject was topic was especially exciting to them. Interviews gave insights on present and prospective business plans and direction. The survey also showed that specific focus across certain employee populations should be given. Six current hires from key competitors were also interviewed to comprehend competitor pay practices and compensation program structures. Further focus groups discussions and key information interviews enabled the taskforce’s to understand the needs of certain groups within Marshall & Gordon’s worker population. The survey culminated with the taskforce conducting interviews of 20 partners and principals togeth...
Without a high passionate employee, the Boston Market could not stay longer. However, April said that she is studying in college right now because she think that working in the Boston Market are lack of opportunity for her to get a promotion. In order to keep April retain at the organization, Racheal want to give an offer to April to be a General Manager at the South Florida because of her be talent in managing the restaurant. Apart from that, Racheal gives her son 10,000$ for her son’s college education. April also have been given a 20,000$ student allowance to further her study and after that continue back to work with Boston Market after getting her degree. Boston Market should give more reward to their employees in return of their contribution and performance. Thus, Boston Market should incorporate a reward based performance into their organization if they wish to retain their employees. By doing this approach will motivate the employees to perform and contribute better (Lee, Singram & Felix, 2015). Silbert (2005) stated that the reward is very important because it make employees to feel that they are appreciated by their organization. When employees know that they are appreciated by the organization, they will feel happy and will contribute more and perform better. That’s why, an effective reward system can lead to employee retention (Lee, Singram & Felix,
Marriott also considered using the hurdle rates to determine incentive compensation. Annual incentive compensation constituted a significant portion of total compensation, ranging from 30% to 50%of base pay. Criteria for bonus awards depended on specific job responsibi1ities but often included the earnings level, the ability of managers to meet budgets, and overall corporate performance. There was some interest,
2. If the department that produces Item 345 was a profit center and if you were
Compensation programs exist under the purview of the human resources professional within the multinational organization (MNOs), and the difficulty in creating and maintaining an effective, creative, and competitive compensation program, in the recruitment of high value human capital while keeping the company profitable is a daunting task, and at times may be overwhelming.
This would be a very efficient way of accounting for the stock options. There will not be many changes in amounts when the employee has the option. This would be the entry for five years, and then the employee will have their option. Below is the journal entries for both decisions:
Compensation for today 's average worker has always been a highly sensitive topic for any employer. Determining fair compensation can be a overbearing task as there are many contributing factors that make up the general pay scale. When determining pay a company must always consider the hourly amount, the benefits that may be offered, any incentive that could potentially be incurred and ensuring that their employee have an established work life balance. For an employer to be successful in determining compensation for their associate they must remain grounded around 1 key principle. An employees compensation is determined by expertise, education and the daily duties performed by the employee.
From this interview and assignment I discovered that individuals that compensation specialist requires a great deal of experience, knowledge and skill. The compensation specialist that I met with had over 15 years of experience, as well as her Master’s degree in business administration. In addition, there seems to be a need for detailed understanding of the legal ramifications in respect to compensation based upon department of labor standards, as well as a great deal of knowledge of the average pay that is received by individuals within a variety of different occupations within healthcare
...nd cons of bonus pay and merit pay. While bonus pay is good and can reward those who do very well, it is not a necessary reason for me to be a good and valuable employee at any organization. Bonus pay is a good and integral part of any merit pay system. However, it is not and will not be a reason for this employee and it will be just that, a bonus, not a driver or an incentive in my future employment.
Rynes, S. L., Gerhart, B., & Minette. K. A. (2004). The importance of pay in employee
When people are looking for employment, they look for jobs that offer benefits and flexibility among other compensations. Employers lure job seekers with benefits and compensations to make sure that they stay with the company for the long run. Most of the time, employers are looking for people who want to stay long-term rather than short-term. When employers hire, they tend to compensate that person for their good job within the year with a bonus. Also, other compensations allow the employee to love their job and makes them want to stay. For example, depending on the employer, employees can receive paid time off to volunteer at community events. Managers are trying to find ways to value their employers and make them feel that they have