Base Pay Definition

Compensation

• Base pay: a fixed amount an employer agrees to pay an employee in exchange for time and services; can be expressed as an hourly rate, monthly income, or annual salary
• Job evaluation: a process to determine a job's worth, consisting of internal pay equity (comparing jobs within an organization) and external pay equity (comparing with other organizations)
• Compensable factors: traits used to determine how much to pay an employee, such as education, work experience, tenure, and skills
• Wages: a form of monetary compensation for employees, categorized as direct compensation
• Variable pay: additional pay that gets added to an employee's base salary, typically 8-19% of the base salary
• Direct compensation: the amount of money paid to an employee, excluding benefits, time off, etc.
• Indirect compensation: type of payment to an employee that doesn't involve directly paying a wage or salary
• Extrinsic reward: tangible benefits, covering pay, bonuses, and benefits
• Intrinsic reward: psychological benefits gained from making a meaningful contribution through work

Job Design and Analysis

• Job design: creating new jobs or adding responsibilities to existing jobs to accomplish organizational goals
• Job rotation: giving employees the opportunity to perform different jobs within an organization
• Job specifications: a list of knowledge, skills, and abilities needed to successfully perform a job
• Performance standards: guidelines outlining what the company expects from employees, including job duties and qualities
• Job analysis: identifying how a job is performed, the conditions under which it is performed, and the personal requirements it takes to perform the job

Onboarding and Training

• Onboarding: integrating new hires into the organization, including an initial new-hire orientation process and learning about the organization's structure, culture, vision, mission, and values
• On-the-job training (OJT): informal training by experienced peers and supervisors that occurs on the job and during job tasks
• Job motivation: the internal force that drives a worker to action and the external factors that encourage that action
• Job expectation: the discrepancy between what an employee expected a job to be like and the reality of the job

Communication

• Organizational communication: the transmission of business-related information among employees, management, and customers
• Upward communication: communication from subordinates to superiors or employees to management
• Downward communication: communication from superiors to subordinates or management to employees
• Business communication: methods include memos, telephone calls, email, and voice mail
• Informal communication: transmission of information through the grapevine

Conflict and Stress

• Conflict styles: avoiding, accommodating, forcing, collaborating, and compromising
• Occupational stressors: role conflict, role ambiguity, and role overload
• Personal stressors: non-work issues such as family problems, health issues, and financial problems
• Organizational stressors: person/organization fit, organizational politics, and change

Work Schedules and Sharing

• Work schedule: the usual schedule is eight hours a day, five days a week, with an hour break for lunch
• Compressed workweeks: working fewer days but longer hours
• Job sharing: two employees sharing one job by splitting the work hours
• Work at home: an alternative to coming to an organization's building### Types of Teams
• Parallel teams consist of representatives from various departments within an organization and require a clear purpose, support from each functional area, and increased trust levels among committee members.
• Project teams are formed to produce one-time outputs and are dismantled once the goal is accomplished.
• Management teams coordinate, manage, advise, and direct employees and teams.

Leadership

• Fiedler's contingency model states that a leader's style is effective only in certain situations.
• The Least-Preferred Coworker (LPC) Scale is used to identify the subordinate or employee with whom a leader would least want to work.
• Three factors that influence situational favorability are task structuredness, leader position power, and leader-member relations.

Employee Behavior

• Absenteeism is influenced by employee satisfaction and commitment, with dissatisfied employees more likely to miss work and leave their jobs.
• Counterproductive behaviors can be separated into two types: those aimed at individuals (gossip, harassment, incivility) and those aimed at the organization (theft, sabotage).

Employee Participation

• Employee participation in goal setting increases commitment to reaching a goal.
• Quid pro quo is a form of sexual harassment where granting of sexual favors is tied to employment decisions.

Harassment

• Hostile environment cases involve unwanted patterns of conduct related to gender that unreasonably interfere with an individual's work performance.
• Types of harassment include sexual harassment, which can be based on gender or repetitive unwanted behavior.

Job Description

• A job description is a written summary of tasks performed, conditions, and requirements needed to perform a job.
• Employee referral is a method of recruitment where a current employee refers a friend or family member for a job.