Week 3 Lecture: Designing a Compensation Plan

LESSON #1-Internal Alignment

In week 1, we learned about the different components of compensation and pay. This
week, we will focus on how to design a strategic compensation plan. For a
compensation plan to be effective, employees must believe the compensation is fair,
competitive, accurate, motivating, and easy to understand. An effective compensation
plan includes the following: internal alignment, external alignment, and compensation
management. Within those three parts, are the seven steps of compensation plan
design: Internal Alignment (job analysis, job evaluation, pay policy), External
Alignment (market analysis, base pay structure), and Compensation Management
(pay for performance, communicate the plan) (Milkovich, 2017).

Internal Alignment
Internal alignment refers to the pay comparisons among jobs or skill levels inside an
organization. It is often referred to as internal equity (Milkovich, 2017). It determines
the differences in pay for each level of skill and work in the organization. Internal
alignment includes the following three steps of a compensation plan design: job
analysis, job evaluation, and pay policy.
Step 1: Job Analysis
The first step of compensation plan design is job analysis. Job analysis is a systematic
approach to gather information about job duties, skills, and responsibilities for a
particular job. It also helps establish a fair and aligned job structure. It can also describe
worker requirements (minimum qualifications needed to perform a job) or working
conditions (physical environment where the work will be performed) (Miklovich, 2017).
There are five steps to conduct a job analysis:

 Identify the job that needs to be analyzed

 Determine the methods that will be used to collect data
 Implement the job analysis methods
 Review the data collected
 Summarize and document the results of the data collected
(Milkovich, 2017)

The main methods for collecting job analysis data are:

 Interviews – the employee is asked to describe tasks and duties they perform.
Interviews allow the employee to describe tasks that cannot be observed.
 However, a disadvantage to using this method is an employee may exaggerate
level of work or omit tasks that are being performed.
 Questionnaires – the most used method to conduct a job analysis and the least
expensive. Questionnaires can ask a variety of questions but some of the
disadvantages include high non-response rates and inaccurate information
provided by the respondents.
 Observations – this involves direct observation of employees performing their
jobs. One advantage is firsthand knowledge of job duties and work
environment. A disadvantage of observations is that the presence of an observer
may alter how the employee normally does their job.
After a job analysis is conducted, the job description (list of tasks and duties that make
up a job) and the job specification (list of knowledge, skills and behaviors needed to
perform a job) can be defined.
Step 2: Job Evaluation
The second step of compensation plan design is to conduct a job evaluation. Job
evaluation is a systematic approach used to determine pay structures and determine
which jobs should get more pay than others (Milkovich, 2017).
Five steps to conduct a job evaluation:

 Gather job analysis data - this step involves capturing the similarities and
differences among the jobs along with job content.
 Select compensable factors – compensable factors are the factors used to
determine pay. The most commonly used compensable factors are experience,
education, skills, responsibilities, and working conditions.
 Develop the method – three common methods of a job evaluation are the ranking
method, classification method, and point method. You will learn more about
these methods later in this lesson.
 Develop job structure – this step involves determining the job hierarchy, job
category, level, and choosing and assigning who will be the decision makers.
 Determine wage structure – this step involves determining how and what an
employee will be paid based on one or more compensable factors.
(Milkovich, 2017).
Job evaluations enable employers to determine the worth of specific job titles using
various methods. We will cover the three basic methods: ranking, classification, and
point method. Please read the following article entitled, “What Are the Three Basic
Methods of Job Evaluation?” written by Kimberlee Leonard. While reading the article,
focus on the following:

 Identify the three common methods of a job evaluation.

 Click the following link to read: What Are the Three Basic Methods of Job
Evaluation?

Article Takeaways
The ranking method is the typical hierarchy in a company. This method ranks jobs in
order based on their perceived value. It is most commonly used in smaller companies
with fewer than 40 employees. An example of the ranking method would be the vice
president of operations over the marketing director. The classification method creates a
grading system for each job. The job position might be generic but the personal filling
the position has specific skills and specific duties. The classifications would then break
down that experience and education into three levels: level one, level two and level
three. The point method assigns points for individual job factors and then the points are
added up to get a point value for the job. It is most commonly used in large
organizations and is more expensive.
Step 3: Pay Policy
Pay Policy is the third step of compensation design. This step involves determining
whether an organization wants to lead, lag, or match the market in compensation
(Milkoich, 2017)
 Market lead pay policy – Companies that use this policy pay their employees
more than most of their competitors. It maximizes the ability to attract and
retain quality employees and minimizes employee dissatisfaction with pay. It
can also be used to offset less favorable job duties.

 Market lag pay policy – Companies that use this policy pay their employees less
than most of their competitors. It may prevent a company from attracting
employees. However, if future benefits/compensation is promised, it can
increase employee commitment and foster teamwork.

 Market match pay policy – This is the most common pay policy companies use.
Companies that use this policy pay according to the current market rate.
(Milkovich, 2017).

Market-based pay structures are the most common type of pay structure. Please watch
the following 3:15-minute video called “Market Pricing” which was published on
YouTube by Gregg Learning. As you watch the video, keep in mind the following:

 What are the advantages and disadvantages of market pricing?

Click the link below to watch the video: Market Pricing

Video Takeaways
In this video, you should have learned market pricing uses market pay data to identify
the relative value of jobs based on what employers pay for similar jobs. The primary
advantage cited for the use of market pricing is that it closely ties organizational pay
levels to what is occurring in the market. The biggest disadvantage of market pricing is
that pay survey data may be limited or may not be gathered in methodically sound
ways

Lesson 1 Complete!
You have now completed the first lesson of this lecture. Please scroll down to complete
the Check Your Knowledge activity, in which you answer four True/False questions.
You will have unlimited attempts to do this activity, so do not worry if you do not get it
correct the first time. This is a non-graded activity.

Check your Knowledge #1

True or False: Internal alignment is often referred to as internal equity. (True)
True or False: The second step of compensation plan design is pay policy. (False)
True or False: The point method creates a grading system for each job. (False)
True or False: The final step of the job evaluation process is wage structure. (True)

LESSON #2-External Alignment

The second part of the compensation plan design process is external alignment.
External alignment refers to the pay relationship among organizations. It is expressed
by the following: setting a pay level above, below, or equal to competitors and
determining the mix of pay form relative to those competitors (Milkovich, 2017). The
compensation design steps included in the external alignment are market analysis, and
base pay structure.
Step 4: Market Analysis
The fourth step of compensation design is market analysis. This involves researching
the market pay rates for each position. Market pay rate information can be found on
salary tracking websites such as Glassdoor, PayScale or Salary. Another resource for
researching market pay rates is the Bureau of Labor and Statistics (BLS) website. You
will be able to determine a pay range to use for determining the pay range for your
positions. Please read the following article entitled, “How to Determine a Job’s Market
Value?” written by John Rossheim. After reading the article, you will be able to answer
the following:
  What can companies do to ensure they are setting salaries that will recruit and
retain the best possible talent, without overextending?

Click the link below to read the article: How to Determine a Job’s Market Value?

Type your response here

Article Takeaways
Employers may ask a recruiter what the most recent hire into a similar position was
offered or they may instinctively choose a dollar amount to determine pay. They may
also look at compensation data from sources such as the Bureau of Labor and Statistics,
Salary.com or PayScale.com. There are downfalls to both approaches. Recruiters do
not provide broad enough information about labor statistic trends. Therefore,
executives who depend on this data risk hiring candidates that are not qualified and
causes excessive labor costs. The disadvantage to pulling a number out of the air is you
may end of paying too much or not paying enough, which is a risk of hiring someone
who cannot do the job. Another approach is to use salary surveys from firms like
Hewitt or free resources such as Salary.com. This will provide a well-rounded
perspective on salaries.

 Select your data - Identify and select market data relevant to your organization.
When choosing surveys, use at least two or three salary sources to provide an
equal balance when analyzing data. The three primary types of surveys are:
traditional, aggregators and modern.
 Age your data - Adjust selected data to a common point in time, if necessary. The
three steps to age the data include: 1) find the effective date of the survey and
decide on a target date, 2) decide on an annual adjustment factor or percentage,
3) calculate the portion of the factor used and 4) apply the aging factor of the
market data.
 Weight your data - Increase influence of better data by giving it more weight.
Weight is an option and not a requirement for market analysis. To weight data,
first, choose percentage weight that will be assigned to each source. Then,
multiply the source market data by the percentage weight assigned to the source.
Last, add all the weight and numbers from each source together. This is your
weighted average.
After you complete these three steps, you can create your base pay structure.
Step 5: Base Pay Structure

The fifth step of compensation plan design is building a base pay structure. “Pay
structures assign different pay rates for jobs of unequal worth and provide the
framework for recognizing differences in individual employee contributions”
(Martocchio, 2017, p. 171. Please watch the following 5:35-minute video, called “Step 5:
Base Pay Structure” which was published on YouTube by Gregg Learning. After
viewing the video, you should be able to answer the following:

 Define pay grade and pay range?

 Why are pay grades preferred over pay ranges?

Click the link below to watch the video: Step 5: Base Pay Structure

Video Takeaways
A pay grade is one of the classes, levels, or groups into which jobs of the same or similar
value are grouped for compensation purposes. They help to evaluate where a
particular employee should be compensated in your pay structure. A pay range
is the range of pay rates from minimum to maximum set for a pay grade class or level.
It puts limits on the rates an employer will pay for a particular job. Pay grades are
preferred over pay ranges for the following reasons:
 Easier to administer with fewer pay ranges
 Allows decisions regarding internal alignment
 Easier placement of non-benchmark jobs

There are five steps necessary to construct pay structures:

 Deciding the number of pay structures.

 Determining the market pay line.
 Defining pay grades.
 Calculating pay ranges for each pay grade.
 Evaluating results.
(Martocchio, 2017, p. 171)

Market Analysis in Action

Now that you have learned about market analysis and base pay structure, navigate to
Glassdoor.com and research the minimum, medium and max salary for a Human
Resource Generalist I in your area. You will need to type “human resource generalist I”
in the search box, select “salaries” in the drop down and then enter your city and state.
Please type your answer in the textbox below.

Type your response here

Lesson 2 Complete!
You have now completed the second lesson of this lecture. Please scroll down to
complete the Check Your Knowledge activity, in which you answer four True/False
questions. You will have unlimited attempts to do this activity, so do not worry if you
do not get it correct the first time. This is a non-graded activity.

Check your Knowledge #2

True or False: Market pay rate information can be found on salary tracking websites
such as Glassdoor, PayScale or Salary
True or False: Weight your data is the second step when conducting a market analysis.
True or False: The fifth step of compensation plan design is building a base pay
structure.
True or False: There are five steps necessary to conduct pay structures.
True or False: A pay grade is the range of pay rates from minimum to maximum set for
a pay grade class or level.

LESSON #3-Pay for Performance

Performance Motivation Theories
Step 6 of compensation plan design is pay for performance. Pay for performance is a
method of compensating employees based on their productivity, rather than hourly or
salary pay. There is growing evidence that employee performance depends on three
general factors: ability, motivation to perform, and a supportive environment”
(Milkovich, 2017, p. 211). An organization’s success is dependent upon finding
competent people with the ability to do the job. Once they are hired, they then need to
be motivated to do the job. This is where compensation comes into play.
Please watch the following 7:35-minute video called “Pay for Performance Part 1:
Theory and Practice” which was published on YouTube by WorldatWorkTV. After
viewing the video, you should be able to address the following:
  Identify two theories that impact pay for performance.

Click the link below to watch the video: Pay for Performance Part 1: Theory and
Practice

Video Takeaways
Two theories that impact pay for performance are expectancy theory and equity theory.
Expectancy theory suggests that in order to motivate behavior, an individual has to
believe the following: the goal is attainable, the reward is understood, and the reward is
valued. Equity theory suggests that individuals are constantly comparing the ratio of
the contributions that they make to the organization versus the rewards they receive for
that contribution. They always compare that to other employees (Milkovich, 2017).

Other motivational theories that impact pay for performance are:

Maslow’s Need Hierarchy – suggests that people are motivated by inner needs and
those needs form a hierarchy.
Herzberg’s Two-Factor Theory – suggests that employees are motivated by two types
of motivators: hygiene factors and satisfiers.
Reinforcement Theory – suggests rewards reinforce performance. Behaviors that are
not rewarded will be discontinued.
Goal-Setting Theory – suggests challenging performance goals influence greater
intensity and duration in employee performance.
Agency Theory – suggests that pay directs and motivates employee performance.
Employees prefer salary to performance-based pay.
(Milkovich, 2017, 213-217)

Examples of Pay for Performance Plans

Short Term Incentive Plans
Merit pay – As we discussed in week 1, merit pay increases are based on past
performance and the employee meeting a specific measurable criterion set by
employers. The pay increases can come in the form of a base pay increase or a bonus, as
long as the employee hits their performance target.

Individual incentive plans – “Individual incentive plans offer a promise of pay for
some objective, pre-established level of future performance. The standard is compared
to individual worker performance” (Milkovich, 2017, p. 245). Examples of individual
incentive plans are: sales incentive plans, standard hour incentive plans, and piecework
incentive plans. Please watch the three videos below published on YouTube by Gregg
Learning to learn more about these three individual incentive plans. After viewing the
video, you should be able to differentiate between the three individual incentive plans.
Click the links below to watch the videos:
Sales Incentive Plan (2:51-minutes) – https://youtu.be/HlYTJuK2ec8
Standard Hour Incentive Plan (1:50-minutes) – https://youtu.be/sqKew4MwsfQ
Piecework Incentive Plans (1:47-minutes) - https://youtu.be/04D7eQioyfw

Video Takeaways
Sales Incentive Plans
Sales incentive plans are critical for motivating employees in sales roles.
There are three primary types of sales incentive plans:

 Commission – pays employees a percentage of the total sales they generate. The
benefit of this plan is that high-performing employees receive high payouts and
companies pay employees only for what they sell. However, employees risk
receiving little or no pay if they do not meet commission goals.
 Salary – employees receive a set compensation regardless of their sales level.
Employees may not be as motivated to sell under this plan but the salary plan
provides employees with more financial security.
 Mixed Salary/Commission – employees receive a lower based salary and the
remaining pay is commission based.
Standard Hour Incentive Plan
Standard hour plans are an individual incentive plan in which employee’s pay is based
on how much time an employee is expected to need to complete some task. If
employees are able to complete their tasks in less time than expected, they still receive
the full rate of pay for the task performed. The primary advantage of the standard hour
plan is that it encourages employees to work as quickly as possible to complete their
tasks.
Piecework Incentive Plans
Under a straight piecework plan, employees receive a certain rate of pay for each unit
they produce. A key advantage of piecework plans is they focus employees’ efforts
directly on tasks that are valuable for company success. Piecework plans also clearly tell
employees what types of behaviors they need to exhibit. They know that if they
perform well, they will receive higher levels of compensation.
Long Term Incentive Plans
Group Incentive Plans – group incentive plans are based on some measure of group
performance. Examples of group incentive plans include: gain-sharing plans and profit-
sharing plans. Please watch the two videos below published on YouTube by Gregg
Learning to learn more about grain-sharing and profit-sharing plans. After viewing the
video, you will be able to differentiate between the two plans.
Click the links below to watch the videos:
Gain-Sharing Plans (3:41-minute) – https://youtu.be/0KX3yg0jZ8M
Profit-Sharing Plans (2:42-minute) - https://youtu.be/VQAab_BPlfg

Video Takeaways
Gain-Sharing Plans
Gain sharing plans are designed to help increase an organization’s efficiency by
increasing the productivity of the company’s employees and/or lowering the firm’s
labor costs. Under these plans, employees earn a share of the gains of their productivity
with the company. The gains may be realized in one of two ways. First, if the firm’s
collective productivity improves and the employees exceed some predetermined
productivity level, they receive part of the monetary value of the increased
productivity. Second, if employees are able to maintain the same level of productivity
but do so with fewer costs, they share the gains of their increased efficiency.
Profit-Sharing Plans
Profit sharing plans a group-level incentive plan in which company profits are shared
with employees. Profit sharing can be distributed to employees as cash or can be
deferred. A benefit of profit sharing is that employees are paid only when a company is
doing well, a mechanism that helps maintain control over labor costs.

Pay for Performance Plans Pros and Cons

Many companies believe pay for performance provides advantages such as increased
worker motivation and employee retention. However, there are several companies find
that the plans are not effective in motivating employees. Please watch the 5:25-minute
video by WorldatWorkTV. After viewing the video, answer the following question:

 Why are organizations dissatisfied with pay for performance plans?

Click the link below to watch the video: https://youtu.be/_LR516QEx3U

Type your response here

Video Takeaways
The video states there have been studies conducted that suggest pay for performance is
not working well and most organizations are not satisfied with the plan. Some of the
reasons include:

 Managers are not willing to have meaningful discussions with employees about
pay for performance.
 Pay for performance is viewed as an HR process, rather than an organization
process. Managers may be limited in what ratings they can give on evaluations.
 Employees do not feel they can accomplish the goals, resulting in a decrease in
employee motivation.

Lesson 3 Complete!
You have now completed the third lesson of this lecture. Please scroll down to
complete the Check Your Knowledge activity, in which you answer four True/False
questions. You will have unlimited attempts to do this activity, so do not worry if you
do not get it correct the first time. This is a non-graded activity.

Check your Knowledge #3

True or False: Reinforcement theory and agency theory are motivational theories that
impact pay for performance.
True or False: An example of an individual incentive plan is piecework incentive plan.
True or False: A gain-sharing plan is a short-term incentive plan.
True or False: A profit-sharing plan can be distributed to employees as cash or can be
deferred.
True or False: One reason organizations are not satisfied with pay for performance
plans is managers are not willing to have meaningful discussions with employees about
pay for performance.

LESSON #4-Communicate the Plan

Step 7: Communicate the Plan
The final step of compensation plan design is to communicate the plan. This step is
important to the success and implementation of the compensation plan. Successful
communication of a compensation plan includes the following steps: determine your
channels, choose your communicator, gather employee feedback and conduct an audit
(Deyermenjian, 2018).
Determine Your Channels – this step involves determining how you will get the
compensation information out to all stakeholders. The method used will be dependent
upon your audience. For example, if the plan is being communicated with the entire
company, a corporate newsletter or annual earning meeting may be the proper channel
to use. However, if communicating the plan with one individual or small groups of
individuals, it would be best to use lunch and learns, individual emails or one-on-one
meetings (Deyermenjian, 2018).
Choose Your Communicator – the person communicating the message also is
dependent upon the audience. The CEO or another executive may communicate the
message to the entire company. Whereas, managers or department heads may
communicate the message to individuals (Deyermenjian, 2018).
Gather Employee Feedback – being able to gauge how employees are receiving the
plan is very important. It will determine if the plan needs to be re-evaluated and
changed. Ways to gather feedback about the new compensation plan include:
employee focus groups, one-on-one meeting with employees, and managers and
feedback sessions.
Conduct an Audit – this step will determine if the communication strategy was
effective (Deyermenjian, 2018).
In addition to the steps above, it is important to get leadership onboard with the new
compensation plan and provide resources for managers and supervisor to be able to
answer questions about the compensation plan. Please watch the 4:39-minute YouTube
video by Gregg Learning. As you watch the video, pay close attention to the following:

 The three ways to communicate a compensation plan to employees.

Click the links below to watch the video: https://youtu.be/3-MeGjoFMz4
Video Takeaway
Explaining compensation to an employee should be simple. Ways to make explaining
the compensation plan simple include:

 Explain structure – communicate how your pay structure works and decision are
made.
 Explain difference – ensure differences in pay are understood
 Provide a reward statement – use total rewards statements to communicate
rewards
Lesson 4 Complete!
You have now completed the fourth lesson of this lecture. Please scroll down to
complete the Check Your Knowledge activity, in which you answer four True/False
questions. You will have unlimited attempts to do this activity, so do not worry if you
do not get it correct the first time. This is a non-graded activity.

Check your Knowledge #4

True or False: According to research, only 35% of employees understand how their
compensation plans work.
True or False: Successful communication of a compensation plan includes choosing
your communicator.
True or False: There is no need to get leadership onboard with a new compensation
plan.
True or False: Self-esteem is attached to pay.
True or False: Explaining compensation to an employee should not be simple.

LESSON #5-Compensation Design in Action

Now that you have learned the step of compensation design, let us put what you have
learned into action. Below is a sample job analysis for an HR Generalist I in your area.
Use what you learned from this week’s lecture and outside sources to fill in the missing
information.
Classification (Exempt or Nonexempt): _________________________
Salary Grade/Level/Range: ___________________________
Reports to: ____________________________________

Date (indicate date of Job Description creation for review): _________________________

Job Description

Summary/Objective
The human resource generalist is responsible for performing HR-related duties on a
professional level and works closely with senior HR management in supporting
designated geographic regions. This position carries out responsibilities in the following
functional areas: benefits administration, employee relations, training, performance
management, onboarding, policy implementation, recruitment/employment,
affirmative action, and employment law compliance.
Essential Functions
Reasonable accommodations may be made to enable individuals with disabilities to
perform the essential functions.
1. Administers various human resource plans and procedures for all organization
personnel, assists in the development and implementation of personnel policies
 and procedures, prepares and maintains the employee handbook, and the
policies and procedures manual.
2. Participates in developing department goals, objectives, and systems.
3. Administers the compensation program, monitors the performance evaluation
program, and revises as necessary.
4. Performs benefits administration, including claims resolution, change reporting,
approving invoices for payment and communicating benefits information to
employees.
5. Develops and maintains affirmative action program, files EEO-1 report annually,
and maintains other records, reports, and logs to conform to EEO regulations.
6. Conducts recruitment effort for all exempt and nonexempt personnel, students
and temporary employees, conducts new-employee orientations, monitors
career-pathing program, and writes and places advertisements.
7. Handles employee relations counseling, outplacement counseling, and exit
interviewing.
8. Participates in administrative staff meetings and attends other meetings and
seminars.
9. Maintains company organization charts and the employee directory.
10. Assists in evaluation of reports, decisions, and results of department in relation
to established goals. Recommends new approaches, policies, and procedures to
continually improve efficiency of the department and services performed.
11. Maintains human resource information system records and compiles reports
from the database.
12. Maintains compliance with federal, state, and local employment and benefits
laws and regulations.

Competencies (List at least 3 competencies)

1. your response here
Type
2.
3.
4.

Supervisory Responsibility (List at least 3 supervisory responsibilities)

Type your response here

Work Environment (Describe the work conditions such as working in an office,

outdoors, etc.)
 Type your response here

Physical Demands
The physical demands described here are representative of those that must be met by an
employee to successfully perform the essential functions of this job. While performing
the duties of this job, the employee is regularly required to talk or hear. Specific vision
abilities required by this job include close vision and ability to adjust focus. This would
require the ability to lift files, open filing cabinets and bend or stand on a stool as
necessary.
Position Type/Expected Hours of Work (Describe the schedule and hours of work)

Type your response here

Travel
Little to no travel is expected for this position.
Required Education and Experience
[Indicate education based on requirements that are job-related and consistent with
business necessity.]

Type your response here

Preferred Education and Experience

[Indicate education based on requirements that are job-related and consistent with
business necessity.]

Type your response here

Work Authorization/Security Clearance (if applicable)
[This section lists visa requirements, H1-B sponsorship, special clearances, etc. If
applicable, insert information regarding government contracts or special requirements.]
AAP/EEO Statement (write your Equal Employment Opportunity Statement)

Type your response here

Lesson 5 Complete!
You have now completed the fifth lesson of this lecture. Please scroll down to complete
the Check Your Knowledge activity, in which you answer four True/False questions.
You will have unlimited attempts to do this activity, so do not worry if you do not get it
correct the first time. This is a non-graded activity.

True or False: Market pay information for the HR Generalist can be found at
www.salary.com.
True or False: Reasonable accommodations must be made for an HR Generalist if
necessary.
True or False: The competencies section refers to the knowledge and skills required to
do the job.
True or False: The work environment section refers to the culture of the organization.
True or False: A Non-Exempt employee can be paid for working overtime.

Conclusion
Compensation and benefits plan design must be completed systematically and
strategically. It takes into account an organization’s philosophy as well as its vision.
An effective compensation plan includes the following: internal alignment, external
alignment, and compensation management. However, its success is dependent upon
effective communication of the plan to all the company stakeholders.

In the next lecture, we will discuss benefits.

You have now completed this lecture. Please return to blackboard.

References:
Deyerenijan, K. (2018). Compensation Communication Deserves More Than an E-mail
Blast. Retrieved from https://www.salary.com/blog/communicating-your-pay-plan/.
Gregg Learning. (2016, September 23). Retrieved from
https://youtu.be/3-MeGjoFMz4. (Referenced in Lesson 4)

Gregg Learning. (2016, September 23). Retrieved from

https://youtu.be/CnBsWsY6O7k. (Referenced in Lesson 2)

Gregg Learning. (2018, September 9). Retrieved from

https://youtu.be/OQubN4NJNu8. (Referenced in Lesson 1)

Gregg Learning. (2019, April 6). Retrieved from https://youtu.be/04D7eQioyfw.

(Referenced in Lesson 3)

Gregg Learning. (2019, April 6). Retrieved from https://youtu.be/sqKew4MwsfQ.

(Referenced in Lesson 3)

Gregg Learning. (2019, April 6). Retrieved from https://youtu.be/HlYTJuK2ec8.

(Referenced in Lesson 3)

Gregg Learning. (2019, April 8). Retrieved from https://youtu.be/0KX3yg0jZ8M

(Referenced in Lesson 3)

Gregg Learning. (2019, April 9). Retrieved from https://youtu.be/VQAab_BPlfg.

(Referenced in Lesson 3)

Leonard, K. (2019). What Are the Three Basic Methods of a Job Evaluation? Retrieved
from https://smallbusiness.chron.com/three-basic-methods-job-evaluation 18172.html

Martocchio, J. (2017). Strategic Compensation: A Human Resource Management

Approach, 9th edition. Hoboken, NJ: Pearson.

Milkovich, G. (2017). Compensation. New York, NY: McGraw-Hill.

Rossheim, J. (n.d). How to Determine a Job Market’s Value. Retrieved from

https://hiring.monster.com/employer-resources/recruiting-strategies/
compensation/determine-job-market-value/.

WorldatWorkTV. (2014), February 13). Retrieved from

https://youtu.be/NTtCAyBe6Ak. (Referenced in Lesson 3)
WorldatWorkTV. (2014), February 18). Retrieved from
https://youtu.be/_LR516QEx3U.. (Referenced in Lesson 3)