Explain how the changes in the FLSA were enacted, and discuss the opinions and concerns that different associations, special interest groups, and political groups had at the time. Explain the rationale for these opinions and concerns. Use the Internet and other sources to research this issue before you draft your response

What is a privileged communication and what is the rationale for the existence of confidential relationships? What are four fundamental conditions that must be established before a person is exempted from testifying in a judicial proceeding based on a claim of privilege? If there are questions as to whether a privilege should be recognized, how will the court proceed? Explain what the spousal incapacity privilege is and the rationale behind the rule. What is the marital communications privilege and what is required for the privilege to apply? What are two possible justifications for the attorney-client privilege? Explain why the psychotherapist-patient privilege is supported by stronger policy justifications than the doctor-patient privilege.
September 15, 2020
Answer the following question Use the internet to conduct research on popular simulation modeling software applications. Find two applications to compare by examining the costs, features, and training requirements.
September 15, 2020

Explain how the changes in the FLSA were enacted, and discuss the opinions and concerns that different associations, special interest groups, and political groups had at the time. Explain the rationale for these opinions and concerns. Use the Internet and other sources to research this issue before you draft your response

Unit 1 discussion The Fair Labor Standards Act (FLSA) was modified in 1994.

  • Explain how the changes in the FLSA were enacted, and discuss the opinions and concerns that different associations, special interest groups, and political groups had at the time.
  • Explain the rationale for these opinions and concerns.
  • Use the Internet and other sources to research this issue before you draft your response
Unit 1 Assignment StopNShopToday, Inc., founded in 1991, is a family-owned corporation with 15 combination convenience store/gas station locations and approximately 150 employees. A store manager is responsible for each store location. All accounting, budgeting, payroll, human resources, bulk ordering, energy corporation franchising, and overhead costing is handled at the corporate office. The company currently uses a loosely structured management training program to develop future store managers. The program consists solely of assistant managers who have been hired or promoted from cashier positions. These individuals learn managerial skills and functions through on-the-job training during a 1–2 year period. The minimum qualifications for the management training program are that the applicant has a bachelor's degree (no specific curriculum), 6 months experience as a cashier, demonstrated dependability, and good customer service skills. During the management training period, the assistant manager is responsible for the following:
  • compiling the store's weekly employee shift schedule
  • filling scheduling holes
  • interviewing cashier applicants
  • making recommendations for hiring
  • totaling each shift's cash register receipts
  • observing the duties and activities of the store manager
Most of these functions are handled in the office in the back of the store. Each store manager handles the training process based on his or her own individual preference and needs. Approximately 20 to 30% of the assistant manager's week is spent on these functions. When not performing these tasks, the assistant manager performs the role of the cashier. Overall, an assistant manager will work between 50–60 hours per week, depending on the number of unscheduled absences by cashiers. Although the cashiers report solely to the store manager, they are expected to follow the instructions of the assistant manager. The assistant manager's position is salaried between $21,800 and $32,000 annually and is exempt from overtime pay rates. When a cashier is promoted to an assistant manager, he or she generally receives a $1.00 per hour pay increase, which generally results in an offset of the lost overtime pay he or she would have received for the same amount of work. The pay increase is intentionally structured in this way because the main motivation for employees taking the promotion is to become a store manager with StopNShopToday, Inc. In this assignment, you will assume the role of a StopNShopToday, Inc. corporate human resources generalist. You have been assigned the responsibility of performing an analysis of the assistant store manager position. You must determine if the position is in compliance with the federal Fair Labor Standards Act (FLSA).
  • Create a memo to the vice president of human resources summarizing your interpretation of the requirements of the FLSA as the requirements apply to this position.
  • Segregate your findings into a minimum of 5 bullet points, and provide an introduction, summary, and recommendation(s).
  • Use the library and Internet to locate specific information on the requirements of the FLSA. It is recommended that you begin your search at the U.S. Department of Labor Web site.
Unit 2 Discussion In part one of this activity, you will first use your point factor job evaluation from the Unit 2 Individual Project to determine the salary grades and salary ranges of the 6 identified positions. In the second part, you will use the pay level data listed on the Salary Grades and Ranges chart and employment data published by the U.S. government to compare the average pay level nationwide to the average pay you assigned to these 6 positions. You will also analyze the differences and similarities between your data and the published data. Part One: The positions you analyzed in the point factor job evaluation from the Unit 2 Individual Project were the following:
  • Retail cashier
  • Landscaper
  • Registered nurse
  • Police detective
  • Mechanical engineer
  • Engineering manager
For each of those positions, identify and record the number of evaluation points that you assigned in the Unit 2 Individual Project. Next, identify the grade to the belonging position according to the evaluation points you assigned for the following:
  • Grade 1 includes jobs with 9–15 job evaluation points.
  • Grade 2 includes jobs with 16–17 job evaluation points.
  • Grade 3 includes jobs with 18–19 job evaluation points.
  • Grade 4 includes jobs with 20–21 job evaluation points.
  • Grade 5 includes jobs with 22–23 job evaluation points.
  • Grade 6 includes jobs with 24–25 job evaluation points.
  • Grade 7 includes jobs with 26–27 job evaluation points.
  • Grade 8 includes jobs with 28 job evaluation points.
  • Grade 9 includes jobs with 29 job evaluation points.
  • Grade 10 includes jobs with 30 job evaluation points.
The Salary Grades and Ranges chart contains the salary ranges for each pay grade according to the data published by the U.S. government. Use this chart to identify and record the median salary range for each of the positions you analyzed. Click here to view the Salary Grades and Ranges chart. Part Two: The U.S. Government publishes data on the national median salaries of all professions. Use the library and the Internet to find the national median salaries for the 6 jobs identified above. Compare the median salaries reported by the government to the median salaries you recorded in part one. Explain your answers to the following questions:
  • Are your calculations of the median salaries from the 6 positions similar to the national median salaries and grades reported by the U.S. government?
  • If they are, what may this mean?
  • If they are not, what would this most likely mean, and what may be the cause of it?
Next, make an educated assumption about the method of pay for each of the 6 positions listed above: Do you think the method for each includes base pay only, commission, base plus bonus or incentive, exempt, hourly, or some other method? Describe your guesses for each of the 6 jobs. Unit 2 Individual Perform a point factor job evaluation for each of these following 6 jobs using the Job Evaluation Grid below:
  • Retail cashier
  • Landscaper
  • Registered nurse
  • Police detective
  • Mechanical engineer
  • Engineering manager
Click here to view the Job Evaluation Grid. Click here to view the Job Evaluation Chart. Also, use the library and other Internet resources to research data that pertain to these positions. Unit 3 Discussion
  • Discuss the challenge of generating long-term behavioral improvement.
  • Do incentive plans improve performance for only a brief window of time?
  • What kinds of changes can they cause in the culture of an organization?
  • If incentive programs are for only a limited period of time, are there any extended benefits?
  • When incentive programs are over, will employees return to their old behaviors or (even worse) begrudge the company for the lack of extra pay (even if there is no quantifiable improvement to justify it)?
  • Use the library and other Internet resources to research this topic.
Unit 3 Individual StopNShopToday, Inc. has had difficulty motivating and retaining key cashiers and wants to provide an incentive to them that will generate improvement in several critical areas of store cashier performance, which include the following:
  • Increasing total sales revenue
  • Reducing inventory losses and theft
  • Improving overall customer service and satisfaction
  • Improving store cleanliness and housekeeping
  • Improving attendance and reducing unscheduled absences
Several stores have poor overall sales volume and ongoing chaos because of the staff taking unscheduled absences. Others have issues with inventory and theft. All the stores want to address cleanliness and customer satisfaction problems. Overall, officials with the company feel they can commit no more than an additional $200 per employee per year as an individual incentive and no more than $500 per year for the same store or corporate incentives.
  • You will select one of the critical areas of store cashier performance improvement (listed above), and recommend three components to be included in an individual incentive program for the cashiers. Use information from the Internet research you have done to aid in your understanding of cashiers’ tasks and work values. Tie your ideas to a contemporary motivational theory.
  • Discuss how you might incorporate the ideas you have generated regarding individual incentives.
  • Next, discuss store- or corporation-wide incentives.
  • Generate a recommendation for 2 possible avenues of same-store incentives and 2 possible avenues for corporation-wide incentives.
  • Present these recommendations in the form of a recommendation to Morry and Mo Gassup, owners of StopNShopToday Inc.
Unit 4 discussion The Discussion Board (DB) is part of the core of online learning. Classroom discussion in an online environment requires the active participation of students and the instructor to create robust interaction and dialogue. Every student is expected to create an original response to the open-ended DB question as well as engage in dialogue by responding to posts created by others throughout the week. At the end of each unit, DB participation will be assessed based on both level of engagement and the quality of the contribution to the discussion. At a minimum, each student will be expected to post an original and thoughtful response to the DB question and contribute to the weekly dialogue by responding to at least two other posts from students. The first contribution must be posted before midnight (Central Time) on Wednesday of each week. Two additional responses are required after Wednesday of each week. Students are highly encouraged to engage on the Discussion Board early and often, as that is the primary way the university tracks class attendance and participation. The purpose of the Discussion Board is to allow students to learn through sharing ideas and experiences as they relate to course content and the DB question. Because it is not possible to engage in two-way dialogue after a conversation has ended, no posts to the DB will be accepted after the end of each unit. Discuss several specific actions the HR generalist could recommend or facilitate to support the managers in improving the value of the performance appraisal system. Unit 4 Individual StopNShopToday, Inc.'s management team has implemented several of your ideas on incentive pay and is now reviewing the company's performance appraisal forms. These appraisal forms are very old: No one remembers where the forms came from or who made them. When the annual performance appraisal window comes up each store year, managers and assistant managers cringe. This reaction does not occur because the managers hate doing performance appraisals—they simply have not seen very much positive impact from the appraisal discussions, and at least one employee always reacts badly and has a downturn in performance as a result of the criticism. The managers feel that being honest with some employees is a huge risk, and they are not sure the process is worth the trouble. The current performance form includes the following performance assessment categories:
  • Procedural knowledge and skill
  • Verbal communication skills
  • Creativity
  • Consistently good judgment
  • Attendance
  • Customer service skills
The performance appraisal is an 8-page form with a copy of the employee's job description attached and 6 large blocks for the manager to write down his or her comments on each of the 6 categories. Managers differentiate between poor- and well-performing employees by using words such as great, okay, always, or rarely. An employee can usually infer the manager's overall perception of his or her performance from the way the appraisal is phrased. The performance appraisals are primarily used for manager and employee feedback. After they are completed and received at corporate headquarters, employees receive a 3% pay increase—unless they are about to get fired, which they may receive a lower-pay increase percentage or no increase at all. This creates tension among the employees. Managers are not given guidance regarding how to describe the employees' positive behaviors and areas needed for improvement. Some managers take this much more seriously than others and are better at choosing factual scenarios to explain their perceptions of the employee's work performance. Several times in the past, the company's vice president of human resources has had to chastise managers regarding the quality of comments the managers included on the form. Prepare a presentation that you, as an HR generalist, will give to the vice president of human resources and the company's owners recommending changes to the current performance appraisal program at StopNShopToday, Inc. Include at least 5 PowerPoint slides. Address several different types of performance appraisal systems, and make other comments or suggestions that address the applicability of the performance assessment categories that are currently used. Address each of the 6 performance assessment categories above, and make recommendations for changing any or all of them. It may be beneficial to appraise the information from the job summaries you found in earlier assignments. Unit 5 Discussion Discuss the possible impact of StopNShopToday, Inc. stores being located solely in one of the following three locations with the indicated employee demographics: Location:
  • New York City, NY
    • average employee age: 30 years old
    • male/female ratio: 50:50
  • Suburbia, MO
    • average employee age: 40 years old
    • male/female ratio: 20:80
  • Deep Caverns, TX
    • average employee age: 50 years old
    • male/female ratio: 70:30
Propose at least 3 modifications or enhancements to specific benefits (or options of benefits) in a benefits package that will best satisfy the company's and employees' needs and expectations. You may also address modifying the percentage of total compensation paid in the form of benefits. Unit 5 Individual After receiving a positive response from StopNShopToday, Inc. management about the recommendations for the incentives and performance appraisal projects, the HR generalist has been assigned a project that will prove to be very challenging: assessing the competitiveness of the company benefits package. The owners of StopNShopToday, Inc. are very concerned about the escalation of health insurance costs. When they started the business in 1991, benefit costs were much less and employees were happier with what the company provided. Now, however, the owners regularly hear employee complaints about the growing health insurance premiums they pay. In addition, the owners are tired of employees always requesting that they be allowed to take a greater number of paid personal absence days. Scheduling employee vacations and holidays is difficult because the company's store locations are open all day and every day, except for Christmas and New Year's day. As a result, the owners want to compare StopNShopToday, Inc.'s benefits package with other similar companies. They intend to use these facts to make better decisions and communicate their problems more accurately to employees. As the HR generalist, you quickly realize that the corporation had never quantified the total costs of benefits. After 1 month of exhaustive review of benefits bills and payroll records, you have summarized the corporate compensation and benefits costs as seen in the following: Percent of Total Compensation:
  • Total wages and salaries: 50%
  • Total benefits costs: 25%
  • Paid leave: 5%
  • Supplemental leave: 2%
  • Insurance: 6%
  • Retirement and savings: 2%
  • Legally required benefits: 10%
  • Other benefits: 0%
With this information, you will now attempt an external benefits comparison. To get benefits data from other companies, review the following data from the U.S. Department of Labor Bureau of Labor Statistics. Some of the most pertinent survey results are in Appendix A. Click here to view the U.S. Department of Labor Bureau of Labor Statistics 2005 data. Click here to view the U.S. Department of Labor Bureau of Labor Statistics 1986–2001 data. Prepare a comparison of the compensation and benefits costs that you will deliver to the company's owners. Create at least 1 chart to visually depict the most relevant data. Address the issues of greatest concern to the owners. Provide several paragraphs to summarize your findings. Use Appendix A or additional data provided in the U.S. Department of Labor Bureau of Labor Statistics documents.  

Unit 1 discussion

The Fair Labor Standards Act (FLSA) was modified in 1994.

  • Explain how the changes in the FLSA were enacted, and discuss the opinions and concerns that different associations, special interest groups, and political groups had at the time.
  • Explain the rationale for these opinions and concerns.
  • Use the Internet and other sources to research this issue before you draft your response

Unit 1 Assignment

StopNShopToday, Inc., founded in 1991, is a family-owned corporation with 15 combination convenience store/gas station locations and approximately 150 employees. A store manager is responsible for each store location. All accounting, budgeting, payroll, human resources, bulk ordering, energy corporation franchising, and overhead costing is handled at the corporate office.

The company currently uses a loosely structured management training program to develop future store managers. The program consists solely of assistant managers who have been hired or promoted from cashier positions. These individuals learn managerial skills and functions through on-the-job training during a 1–2 year period. The minimum qualifications for the management training program are that the applicant has a bachelor’s degree (no specific curriculum), 6 months experience as a cashier, demonstrated dependability, and good customer service skills.

During the management training period, the assistant manager is responsible for the following:

  • compiling the store’s weekly employee shift schedule
  • filling scheduling holes
  • interviewing cashier applicants
  • making recommendations for hiring
  • totaling each shift’s cash register receipts
  • observing the duties and activities of the store manager

Most of these functions are handled in the office in the back of the store. Each store manager handles the training process based on his or her own individual preference and needs. Approximately 20 to 30% of the assistant manager’s week is spent on these functions. When not performing these tasks, the assistant manager performs the role of the cashier. Overall, an assistant manager will work between 50–60 hours per week, depending on the number of unscheduled absences by cashiers. Although the cashiers report solely to the store manager, they are expected to follow the instructions of the assistant manager.

The assistant manager’s position is salaried between $21,800 and $32,000 annually and is exempt from overtime pay rates. When a cashier is promoted to an assistant manager, he or she generally receives a $1.00 per hour pay increase, which generally results in an offset of the lost overtime pay he or she would have received for the same amount of work. The pay increase is intentionally structured in this way because the main motivation for employees taking the promotion is to become a store manager with StopNShopToday, Inc.

In this assignment, you will assume the role of a StopNShopToday, Inc. corporate human resources generalist. You have been assigned the responsibility of performing an analysis of the assistant store manager position. You must determine if the position is in compliance with the federal Fair Labor Standards Act (FLSA).

  • Create a memo to the vice president of human resources summarizing your interpretation of the requirements of the FLSA as the requirements apply to this position.
  • Segregate your findings into a minimum of 5 bullet points, and provide an introduction, summary, and recommendation(s).
  • Use the library and Internet to locate specific information on the requirements of the FLSA. It is recommended that you begin your search at the U.S. Department of Labor Web site.

Unit 2 Discussion

In part one of this activity, you will first use your point factor job evaluation from the Unit 2 Individual Project to determine the salary grades and salary ranges of the 6 identified positions. In the second part, you will use the pay level data listed on the Salary Grades and Ranges chart and employment data published by the U.S. government to compare the average pay level nationwide to the average pay you assigned to these 6 positions. You will also analyze the differences and similarities between your data and the published data.

Part One:

The positions you analyzed in the point factor job evaluation from the Unit 2 Individual Project were the following:

  • Retail cashier
  • Landscaper
  • Registered nurse
  • Police detective
  • Mechanical engineer
  • Engineering manager

For each of those positions, identify and record the number of evaluation points that you assigned in the Unit 2 Individual Project.

Next, identify the grade to the belonging position according to the evaluation points you assigned for the following:

  • Grade 1 includes jobs with 9–15 job evaluation points.
  • Grade 2 includes jobs with 16–17 job evaluation points.
  • Grade 3 includes jobs with 18–19 job evaluation points.
  • Grade 4 includes jobs with 20–21 job evaluation points.
  • Grade 5 includes jobs with 22–23 job evaluation points.
  • Grade 6 includes jobs with 24–25 job evaluation points.
  • Grade 7 includes jobs with 26–27 job evaluation points.
  • Grade 8 includes jobs with 28 job evaluation points.
  • Grade 9 includes jobs with 29 job evaluation points.
  • Grade 10 includes jobs with 30 job evaluation points.

The Salary Grades and Ranges chart contains the salary ranges for each pay grade according to the data published by the U.S. government. Use this chart to identify and record the median salary range for each of the positions you analyzed.

Click here to view the Salary Grades and Ranges chart.

Part Two:

The U.S. Government publishes data on the national median salaries of all professions. Use the library and the Internet to find the national median salaries for the 6 jobs identified above. Compare the median salaries reported by the government to the median salaries you recorded in part one.

Explain your answers to the following questions:

  • Are your calculations of the median salaries from the 6 positions similar to the national median salaries and grades reported by the U.S. government?
  • If they are, what may this mean?
  • If they are not, what would this most likely mean, and what may be the cause of it?

Next, make an educated assumption about the method of pay for each of the 6 positions listed above: Do you think the method for each includes base pay only, commission, base plus bonus or incentive, exempt, hourly, or some other method? Describe your guesses for each of the 6 jobs.

Unit 2 Individual

Perform a point factor job evaluation for each of these following 6 jobs using the Job Evaluation Grid below:

  • Retail cashier
  • Landscaper
  • Registered nurse
  • Police detective
  • Mechanical engineer
  • Engineering manager

Click here to view the Job Evaluation Grid.

Click here to view the Job Evaluation Chart.

Also, use the library and other Internet resources to research data that pertain to these positions.

Unit 3 Discussion

  • Discuss the challenge of generating long-term behavioral improvement.
  • Do incentive plans improve performance for only a brief window of time?
  • What kinds of changes can they cause in the culture of an organization?
  • If incentive programs are for only a limited period of time, are there any extended benefits?
  • When incentive programs are over, will employees return to their old behaviors or (even worse) begrudge the company for the lack of extra pay (even if there is no quantifiable improvement to justify it)?
  • Use the library and other Internet resources to research this topic.

Unit 3 Individual

StopNShopToday, Inc. has had difficulty motivating and retaining key cashiers and wants to provide an incentive to them that will generate improvement in several critical areas of store cashier performance, which include the following:

  • Increasing total sales revenue
  • Reducing inventory losses and theft
  • Improving overall customer service and satisfaction
  • Improving store cleanliness and housekeeping
  • Improving attendance and reducing unscheduled absences

Several stores have poor overall sales volume and ongoing chaos because of the staff taking unscheduled absences. Others have issues with inventory and theft. All the stores want to address cleanliness and customer satisfaction problems.

Overall, officials with the company feel they can commit no more than an additional $200 per employee per year as an individual incentive and no more than $500 per year for the same store or corporate incentives.

  • You will select one of the critical areas of store cashier performance improvement (listed above), and recommend three components to be included in an individual incentive program for the cashiers. Use information from the Internet research you have done to aid in your understanding of cashiers’ tasks and work values. Tie your ideas to a contemporary motivational theory.
  • Discuss how you might incorporate the ideas you have generated regarding individual incentives.
  • Next, discuss store- or corporation-wide incentives.
  • Generate a recommendation for 2 possible avenues of same-store incentives and 2 possible avenues for corporation-wide incentives.
  • Present these recommendations in the form of a recommendation to Morry and Mo Gassup, owners of StopNShopToday Inc.

Unit 4 discussion

The Discussion Board (DB) is part of the core of online learning. Classroom discussion in an online environment requires the active participation of students and the instructor to create robust interaction and dialogue. Every student is expected to create an original response to the open-ended DB question as well as engage in dialogue by responding to posts created by others throughout the week. At the end of each unit, DB participation will be assessed based on both level of engagement and the quality of the contribution to the discussion.

At a minimum, each student will be expected to post an original and thoughtful response to the DB question and contribute to the weekly dialogue by responding to at least two other posts from students. The first contribution must be posted before midnight (Central Time) on Wednesday of each week. Two additional responses are required after Wednesday of each week. Students are highly encouraged to engage on the Discussion Board early and often, as that is the primary way the university tracks class attendance and participation.

The purpose of the Discussion Board is to allow students to learn through sharing ideas and experiences as they relate to course content and the DB question. Because it is not possible to engage in two-way dialogue after a conversation has ended, no posts to the DB will be accepted after the end of each unit.

Discuss several specific actions the HR generalist could recommend or facilitate to support the managers in improving the value of the performance appraisal system.

Unit 4 Individual

StopNShopToday, Inc.’s management team has implemented several of your ideas on incentive pay and is now reviewing the company’s performance appraisal forms. These appraisal forms are very old: No one remembers where the forms came from or who made them. When the annual performance appraisal window comes up each store year, managers and assistant managers cringe. This reaction does not occur because the managers hate doing performance appraisals—they simply have not seen very much positive impact from the appraisal discussions, and at least one employee always reacts badly and has a downturn in performance as a result of the criticism. The managers feel that being honest with some employees is a huge risk, and they are not sure the process is worth the trouble.

The current performance form includes the following performance assessment categories:

  • Procedural knowledge and skill
  • Verbal communication skills
  • Creativity
  • Consistently good judgment
  • Attendance
  • Customer service skills

The performance appraisal is an 8-page form with a copy of the employee’s job description attached and 6 large blocks for the manager to write down his or her comments on each of the 6 categories. Managers differentiate between poor- and well-performing employees by using words such as great, okay, always, or rarely. An employee can usually infer the manager’s overall perception of his or her performance from the way the appraisal is phrased.

The performance appraisals are primarily used for manager and employee feedback. After they are completed and received at corporate headquarters, employees receive a 3% pay increase—unless they are about to get fired, which they may receive a lower-pay increase percentage or no increase at all. This creates tension among the employees.

Managers are not given guidance regarding how to describe the employees’ positive behaviors and areas needed for improvement. Some managers take this much more seriously than others and are better at choosing factual scenarios to explain their perceptions of the employee’s work performance. Several times in the past, the company’s vice president of human resources has had to chastise managers regarding the quality of comments the managers included on the form.

Prepare a presentation that you, as an HR generalist, will give to the vice president of human resources and the company’s owners recommending changes to the current performance appraisal program at StopNShopToday, Inc. Include at least 5 PowerPoint slides.

Address several different types of performance appraisal systems, and make other comments or suggestions that address the applicability of the performance assessment categories that are currently used. Address each of the 6 performance assessment categories above, and make recommendations for changing any or all of them. It may be beneficial to appraise the information from the job summaries you found in earlier assignments.

Unit 5 Discussion

Discuss the possible impact of StopNShopToday, Inc. stores being located solely in one of the following three locations with the indicated employee demographics:

Location:

  • New York City, NY
    • average employee age: 30 years old
    • male/female ratio: 50:50
  • Suburbia, MO
    • average employee age: 40 years old
    • male/female ratio: 20:80
  • Deep Caverns, TX
    • average employee age: 50 years old
    • male/female ratio: 70:30

Propose at least 3 modifications or enhancements to specific benefits (or options of benefits) in a benefits package that will best satisfy the company’s and employees’ needs and expectations. You may also address modifying the percentage of total compensation paid in the form of benefits.

Unit 5 Individual

After receiving a positive response from StopNShopToday, Inc. management about the recommendations for the incentives and performance appraisal projects, the HR generalist has been assigned a project that will prove to be very challenging: assessing the competitiveness of the company benefits package.

The owners of StopNShopToday, Inc. are very concerned about the escalation of health insurance costs. When they started the business in 1991, benefit costs were much less and employees were happier with what the company provided. Now, however, the owners regularly hear employee complaints about the growing health insurance premiums they pay.

In addition, the owners are tired of employees always requesting that they be allowed to take a greater number of paid personal absence days. Scheduling employee vacations and holidays is difficult because the company’s store locations are open all day and every day, except for Christmas and New Year’s day. As a result, the owners want to compare StopNShopToday, Inc.’s benefits package with other similar companies. They intend to use these facts to make better decisions and communicate their problems more accurately to employees.

As the HR generalist, you quickly realize that the corporation had never quantified the total costs of benefits. After 1 month of exhaustive review of benefits bills and payroll records, you have summarized the corporate compensation and benefits costs as seen in the following:

Percent of Total Compensation:

  • Total wages and salaries: 50%
  • Total benefits costs: 25%
  • Paid leave: 5%
  • Supplemental leave: 2%
  • Insurance: 6%
  • Retirement and savings: 2%
  • Legally required benefits: 10%
  • Other benefits: 0%

With this information, you will now attempt an external benefits comparison. To get benefits data from other companies, review the following data from the U.S. Department of Labor Bureau of Labor Statistics. Some of the most pertinent survey results are in Appendix A.

Click here to view the U.S. Department of Labor Bureau of Labor Statistics 2005 data.

Click here to view the U.S. Department of Labor Bureau of Labor Statistics 1986–2001 data.

Prepare a comparison of the compensation and benefits costs that you will deliver to the company’s owners. Create at least 1 chart to visually depict the most relevant data. Address the issues of greatest concern to the owners. Provide several paragraphs to summarize your findings. Use Appendix A or additional data provided in the U.S. Department of Labor Bureau of Labor Statistics documents.

 


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