Complete 3 Short Business Tasks (BRU)  -Business Finance

You will see the three task Instructions attachedPlease view the instructions and complete each task and upload them by their Assessment numberPlease send a turnitin report for each one
assessment_2_____bus_fp4043___winter_2020___section_01.pdf

assessment_3_____bus_fp4043___winter_2020___section_01.pdf

assessment_4_____bus_fp4043___winter_2020___section_01.pdf

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1/17/2020
Assessment 2 – BUS-FP4043 – Winter 2020 – Section 01
Assessment 2
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Pitfalls of Job Evaluation Methods
Details
Attempt 1 Available
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Attempt 3
Overview
Prepare a short description of each of three methods of job evaluation, including each method’s main features,
essential weaknesses, and a situation in which it would not be effective for a business.
By successfully completing this assessment, you will demonstrate your proficiency in the following course
competencies and assessment criteria:
Competency 2: Evaluate the components and implementation of base-pay programs.
Examine the weaknesses of the ranking method for evaluating jobs.
Examine the weaknesses of the classification method for evaluating jobs.
Examine the weaknesses of the point method for evaluating jobs.
Competency Map
Use this online tool to track your performance and
progress through your course.
CHECK YOUR
PROGRESS
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Resources
Suggested Resources
The following optional resources are provided to support you in completing the assessment or to provide a
helpful context. For additional resources, refer to the Research Resources and Supplemental Resources in the left
navigation menu of your courseroom.
Library Resources
The following e-books or articles from the Capella University Library are linked directly in this course:
Eargle, F. L. (2005). Job evaluation and wage administration for beginners. Office Solutions, 22(6), 26–28.
Harris, M. M. (2007). Job evaluation. In S. G. Rogelberg (Ed.), Encyclopedia of industrial and organizational
psychology (Vol. 1, pp. 395-397). Thousand Oaks, CA: SAGE Reference.
Job evaluation. (2006). In Collins dictionary of business. London, England: Collins.
Course Library Guide
A Capella University library guide has been created specifically for your use in this course. You are encouraged to
refer to the resources in the BUS-FP4043 – Compensation and Benefits Management Library Guide to help direct
your research.
Internet Resources
https://courserooma.capella.edu/webapps/blackboard/content/listContent.jsp?course_id=_233770_1&content_id=_8465776_1&mode=reset
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Assessment 2 – BUS-FP4043 – Winter 2020 – Section 01
Access the following resources by clicking the links provided. Please note that URLs change frequently.
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Bryan use
Nickerson
Permissions for the following links have been either
grantedSupport
or deemedLog
appropriate
for educational
at the
time of course publication.
U.S. Office of Personnel Management. (1991). The classifier’s handbook. Retrieved from
http://www.opm.gov/fedclass/clashnbk.pdf
Chapter 2, “Strategy: The Totality of Decisions,” discusses factors that are considered when
assigning grades to nonsupervisory positions within the general schedule.
U.S. Department of Labor, Bureau of Labor Statistics. (2018). Standard occupational classification.
Retrieved from http://www.bls.gov/soc/home.htm
VitalSource Resources
Gerhart, B. & Newman, J. M. (2020). Compensation (13th ed.). New York, NY: McGraw-Hill. Available in
the courseroom via the VitalSource Bookshelf link.
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Assessment Instructions
There are generally three methods used for evaluating jobs:
1. Ranking.
2. Classification.
3. Point method.
Prepare a short description of each method, including your responses to the following:
What are the main features of each evaluation method? (In other words, what is a general description
of each method?)
Examine each method by looking at its potential downside. What are the essential weaknesses in each
of these evaluation methods?
Describe a situation in which each method would not be effective for a business. For example, when
would ranking be either impractical or unfair? When would the point method be too complicated to be
effective in evaluating work for creating a salary structure?
Be sure to use proper APA (6th edition) style and formatting.
Pitfalls of Job Evaluation Methods Scoring Guide
Use the scoring guide to enhance your learning.
VIEW SCORING
GUIDE
How to use the scoring guide
SUBMIT ASSESSMENT
This button will take you to the next available assessment
attempt tab, where you will be able to submit your assessment.
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Assessment 3 – BUS-FP4043 – Winter 2020 – Section 01
Assessment 3
Reviewing a Salary Structure
Details
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Attempt 3
Overview
Write an analysis of the advantages and disadvantages of broadbanding as a compensation plan, and take a
position on whether you think broadbanding can be successfully competitive in your current or previous work
environment.
By successfully completing this assessment, you will demonstrate your proficiency in the following course
competencies and assessment criteria:
Competency 2: Evaluate the components and implementation of base-pay programs.
Analyze advantages of broadbanding as a salary structure in a compensation plan.
Analyze disadvantages of broadbanding as a salary structure in a compensation plan.
Explain whether or not broadbanding can be successfully competitive in a work environment.
Competency Map
Use this online tool to track your performance and
progress through your course.
CHECK YOUR
PROGRESS
SHOW LESS 
Context
It is necessary to address the competitive position of a pay policy. As an HR professional, it is important to
understand how data is gathered and how to interpret the results. It is also important to keep a broad viewpoint.
What does it mean to be competitive and pay a salary that is not only internally equitable but is also externally
effective in attracting and retaining the appropriate labor force for your business? It is important that HR
professionals consider all the issues that go into that decision-making process.
Questions to Consider
To deepen your understanding, you are encouraged to consider the questions below and discuss them with a
fellow learner, a work associate, an interested friend, or a member of the business community.
Web sources, consultants, word of mouth, and formal surveys are all sources of information used to
determine competitive position in compensation. We have all heard the phrase, “I am underpaid.” And,
many of us have heard the response, “If you can get it elsewhere, go for it.” What market data is most
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Assessment 3 – BUS-FP4043 – Winter 2020 – Section 01
relevant to determine a competitive position? What is one source on which you would rely for competitive
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market data? Why you would choose that
source? Support
How you would benchmark your current or previous job? Consider what job would be a good benchmark
to compare to your current or previous position.
Resources
Suggested Resources
The following optional resources are provided to support you in completing the assessment or to provide a
helpful context. For additional resources, refer to the Research Resources and Supplemental Resources in the left
navigation menu of your courseroom.
Library Resources
The following e-books or articles from the Capella University Library are linked directly in this course:
Giancola, F. L. (2009). A framework for understanding new concepts in compensation management.
Benefits & Compensation Digest, 46(9), 1–16.
Course Library Guide
A Capella University library guide has been created specifically for your use in this course. You are encouraged to
refer to the resources in the BUS-FP4043 – Compensation and Benefits Management Library Guide to help direct
your research.
Internet Resources
Access the following resources by clicking the links provided. Please note that URLs change frequently.
Permissions for the following links have been either granted or deemed appropriate for educational use at the
time of course publication.
U.S. Office of Personnel Management. (n.d.). Federal classification and job grading systems. Retrieved
from http://www.opm.gov/fedclass/html/gsclass.asp
U.S. Office of Personnel Management. (2019, October). Salaries and wages: Salary table 2019GS. Retrieved from https://www.opm.gov/policy-data-oversight/pay-leave/salaries-wages/2019/generalschedule/
This Web site provides an example of a salary structure in the public sector. Step 1 is the minimum
and Step 10 is the maximum in each salary grade.
Commonwealth of Virginia Department of Human Resource Management. (n.d.). Employee compensation.
Retrieved from http://www.dhrm.virginia.gov
This Web site provides an example of a salary structure in the public sector.
VitalSource Resources
Gerhart, B. & Newman, J. M. (2020). Compensation (13th ed.). New York, NY: McGraw-Hill. Available in
the courseroom via the VitalSource Bookshelf link.
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Assessment Instructions
Often a salary structure has ranges—minimum, midpoint, and maximum. Frequently, a market position is
drawn from the range midpoint. Another option becoming popular is broadbanding. Each method has
advantages and disadvantages. You may wish to look at the salary structure and occupational families
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Assessment 3 – BUS-FP4043 – Winter 2020 – Section 01
presented in the U.S. Office of Personnel Management Salary Table 2019-GS, referenced in the Resources.
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Notice how broad the bands are for individualTutorials
jobs.
Complete the following:
Analyze the advantages and disadvantages of broadbanding as a compensation plan.
Conclude your essay by explaining your position on whether you think broadbanding can be
successfully competitive in your current or previous work environment, and provide supporting reasons
for your position. How might broadbanding help with being successfully competitive compared to
alternative salary structure ranges that might be used?
Be sure to use proper APA (6th edition) style and formatting.
Reviewing a Salary Structure Scoring Guide
Use the scoring guide to enhance your learning.
VIEW SCORING
GUIDE
How to use the scoring guide
SUBMIT ASSESSMENT
This button will take you to the next available assessment
attempt tab, where you will be able to submit your assessment.
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1/17/2020
Assessment 4 – BUS-FP4043 – Winter 2020 – Section 01
Assessment 4
Targeting Incentives
Details
Attempt 1 Available
Tutorials
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Attempt 2
Bryan Nickerson
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Attempt 3
Overview
In two pages, analyze the advantages and disadvantages of different types of pay plans.
By successfully completing this assessment, you will demonstrate your proficiency in the following course
competencies and assessment criteria:
Competency 4: Evaluate effective incentives and perks programs.
Describe a situation in which a selected individual incentive plan would be most appropriate.
Describe a situation in which a selected team incentive plan would be most appropriate.
Describe a situation in which a selected long-term incentive plan would be most appropriate.
Competency Map
Use this online tool to track your performance and
progress through your course.
CHECK YOUR
PROGRESS
SHOW LESS 
Context
There are various pay plans that recognize merit and performance with different types of incentive plans. In a
single company, different business units and goals may set up separate incentive plans to reward work more
specifically as it contributes to the overall objectives of the unit. Profit sharing and employee stock ownership
plans are popular in private as well as publicly traded companies. The world of pay for performance has taken on
a much more sophisticated role in our world of work, especially as our work has changed dramatically from the
industrial age to the knowledge age.
Questions to Consider
To deepen your understanding, you are encouraged to consider the questions below and discuss them with a
fellow learner, a work associate, an interested friend, or a member of the business community.
Experience tells us that the practical link of pay to work is not always set up in an equitable environment.
Favoritism, nepotism, and other human shortcomings can and do interfere with the implementation of the
best plans. How to prevent those shortcomings becomes a difficult challenge for HR managers. If you were
designing an incentive plan for a publicly traded company, whose voice do you think should provide that
ethical audit at the table of decision makers? The chairman? The board of directors? The shareholders?
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Assessment 4 – BUS-FP4043 – Winter 2020 – Section 01
The employees? The executive team or compensation committee? Outside consultants? Internal HR
director? A combination of all of these? Tutorials
Who in yourSupport
mind wouldLog
be Out
the best person to Bryan
ensureNickerson
that the
incentive plan does not cross the line and motivate the wrong kind of behavior—the kind that turns a plan
from motivating good behavior into motivating wrong-doing based on the potential for a high reward?
What is an example of a company you have worked for or read about where someone, motivated by the
potential gain from an incentive plan, went beyond the policy and the law, breaking all the rules?
Resources
Suggested Resources
The following optional resources are provided to support you in completing the assessment or to provide a
helpful context. For additional resources, refer to the Research Resources and Supplemental Resources in the left
navigation menu of your courseroom.
Library Resources
The following e-books or articles from the Capella University Library are linked directly in this course:
Improve performance with incentive plans: Consider goals carefully. (2012). Health Care Collector: The
Monthly Newsletter for Health Care Collectors, 25(9), 8–10.
Ellig, B. R. (2011). Short-term incentives as a performance tool. Corporate Board, 32(187), 22–26.
Ellig, B. R. (2012). Designing long-term incentives. Corporate Board, 33(193), 19–25.
Townley, B. (2011). Motivate employees with incentives. ABA Bank Marketing, 43(8), 28–31.
Course Library Guide
A Capella University library guide has been created specifically for your use in this course. You are encouraged to
refer to the resources in the BUS-FP4043 – Compensation and Benefits Management Library Guide to help direct
your research.
VitalSource Resources
Gerhart, B., & Newman, J. M. (2020). Compensation (13th ed.). New York, NY: McGraw-Hill. Available in
the courseroom via the VitalSource Bookshelf link.
Assessment Instructions
There are a range of incentive plans for individuals and groups or teams. Think like an HR director who is
responding to a work situation with a pay solution. Consider different types of pay plans along with their
advantages and disadvantages.
Complete the following:
Select one individual plan, one team plan, and one long-term incentive plan.
Describe a situation in which each of these plans would be most appropriate, and justify why it is
appropriate. In your descriptions, include the type of company and type of work as well as the position
or positions that would be affected by your plan.
For example, if you selected a team-based plan, you might describe a department in a retail store that has a
history of employees not covering for each other during the holiday rush period. You may use actual examples
and reference a company as you have witnessed it, or you may describe a generic situation. In your
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Assessment 4 – BUS-FP4043 – Winter 2020 – Section 01
descriptions, include how you think your chosen incentive plan will affect behavior and achieve intended
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results.
Your assessment should be no longer than two pages. Drafting a table that compares and contrasts the
scenarios as a summary is appropriate but also requires a narrative describing the situations. Be sure to use
proper APA (6th edition) style and formatting.
Targeting Incentives Scoring Guide
Use the scoring guide to enhance your learning.
VIEW SCORING
GUIDE
How to use the scoring guide
SUBMIT ASSESSMENT
This button will take you to the next available assessment
attempt tab, where you will be able to submit your assessment.
https://courserooma.capella.edu/webapps/blackboard/content/listContent.jsp?course_id=_233770_1&content_id=_8465780_1&mode=reset
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