1) Identify and describe at least three different job evaluation plans. What are the advantages and disadvantages of using more than one job evaluation plan in any single organization? Provide examples to illustrate your point.
2) Consider your workplace or this School. What are the compensable factors required for this organization? How would you go about identifying these factors? Should the organization’s mission be reflected in these factors? Or are the more generic factors used in the Hay plan acceptable to apply in this case? Discuss.
3) Read the case study starting on page 201 of the textbook and answer the following questions:
Think about the research evidence discussed in the book. Would you expect the Sullivan & Cromwell associates to feel their pay structure is fair? What comparisons would they likely make? What work behaviors would you expect Sullivan & Cromwell’s pay structure to motivate? Explain.
What about associates who joined the firm four years ago? If the salaries for new associates increased by $20,000, what would you recommend for other levels in the structure? Explain.
Partners make around 10 times the highest-paid associates. A Wall Street Journal writer laments that law firms form “giant pyramids… (in which) associates at the bottom funnel money to partners at the top.” What is missing from the writer’s analysis? Hint: Speculate about the likely differences in content and value of the work performed by partners compared to associates.
A few years ago, Sullivan & Cromwell announced that year-end bonuses will be cut in half, with a maximum of $17,500 for early-career associates and $32,500 for eighth-year associates. However, last year, bonuses ranged from $2,500 to $20,000 and for the current year, bonuses are estimated to be $1,000 to $5,000. Should Sullivan & Cromwell be concerned about difficulties in recruiting or retention?
How does the Sullivan & Cromwell approach to compensation differ from that of Dewy & LeBoeuf? What are the advantages and disadvantages of each approach?
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