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Prentice Hall, Inc. © 2006
14-1
A Human Resource A Human Resource Management ApproachManagement Approach
STRATEGIC STRATEGIC COMPENSATIONCOMPENSATION
Prepared by David Oakes
Chapter 14Chapter 14
Compensating the Flexible Compensating the Flexible Workforce: Contingent Employees Workforce: Contingent Employees and Flexible Work Schedulesand Flexible Work Schedules
Prentice Hall, Inc. © 2006
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Contingent WorkersContingent Workers
Engage in tentative employment
50% male/female
12.5 million employed in 2001
29 million worked a flexible schedule
26.1% of all civilian workers
Prentice Hall, Inc. © 2006
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Types Of Types Of Contingent Workers Contingent Workers
Part-time employees
Temporary & on-call workers
Leased employees
Independent contractors, freelancers consultants
Prentice Hall, Inc. © 2006
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Employed Contingent Workers in Employed Contingent Workers in 20012001
TYPE NUMBER
Independents 8,858,000
Part-Time 2,245,000
On-Call 2,089,000
Temporary 1,169,000
Leased 633,000
Prentice Hall, Inc. © 2006
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Benefits CostsBenefits Costs
Benefit Full-time Part-timePaid leave $1.89 $0.37Supplement pay 0.81 0.17Insurance 2.07 0.50Retirement 1.09 0.19Other 0.05 <0.01 Legally-required 2.27 1.44 Total $8.19 $2.68
Prentice Hall, Inc. © 2006
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Job SharingJob Sharing
2 or more part-timers perform 1 job Reduces costs Increases flexibility Maintains productivity levels May increase morale & loyalty
Prentice Hall, Inc. © 2006
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Temporary WorkersTemporary Workers
Fill in for core employees
Help ease high demand periods Help determine future employment needs May be assessed for a core position
Don’t receive company benefits
Prentice Hall, Inc. © 2006
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Leased Employee ArrangementsLeased Employee Arrangements
Lease company does all HRM functions Fees either % of payroll, or % per employee Employees work for contract duration Food service, security, building maintenance, administration
Prentice Hall, Inc. © 2006
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Rise In Use Of Contingent WorkerRise In Use Of Contingent Worker
Economic recessions
International competition
From manufacturing to service
More females in workforce
Prentice Hall, Inc. © 2006
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Service DivisionsService Divisions
Transportation
Communication
Public utilities
Wholesale trade
Retail trade Government
Prentice Hall, Inc. © 2006
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Federal Compensation GuidelinesFederal Compensation Guidelines
ERISA NLRA ADA ADEA Title VII, of 1964 Civil Rights Act FLSA COBRA
Prentice Hall, Inc. © 2006
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Wage ComparisonsWage Comparisons in 2004 in 2004
Group F-T P-T
Management & Professional $30.38 $23.79
Production 14.62 8.92
Service 10.26 7.57
Overall Average $19.05 $10.17
Prentice Hall, Inc. © 2006
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Benefits OfferedBenefits OfferedIn 2004In 2004
% of CompaniesType Offering Benefits Paid time-off 25%
Medical insurance 11%
Retirement 20%
Prentice Hall, Inc. © 2006
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Leased Workers’ BenefitsLeased Workers’ Benefits
Leasing company is legal employer In 2001, average wage was $19.75
Leasing & hiring companies responsible for discretionary benefits
Covered by safe harbor rules
Prentice Hall, Inc. © 2006
14-15
Safe Harbor RulesSafe Harbor Rules
Leased employees covered by leasing company’s pension plan Nonintegrated employer contribution rate of 10% Full & immediate participation in vesting
Leased employees less than 20% of non-highly paid workforce
Prentice Hall, Inc. © 2006
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INDEPENDENT CONTRACTORSINDEPENDENT CONTRACTORS
Freelancers & consultants Companies not responsibility for
Federal Taxes FLSA Overtime or Minimum Wage Workers’ Compensation ERISA, FMLA, NLRA, ADA, Title VII of Civil Rights Act
Economic reality test Right to work test
Prentice Hall, Inc. © 2006
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Economic Reality TestEconomic Reality Test
Extent a worker controls methods & results
The control a company has on worker’s earnings
Importance of worker’s service to the company
Initiative or skill level required
Permanency, exclusivity, or length of assignment
Worker’s investment in materials or equipment
Prentice Hall, Inc. © 2006
14-18
Right To Control TestRight To Control Test
IRC test to determine workers’ independence 20 Considerations, including:
Hiring, training, supervising, firing Hours Services Compensation Equipment, materials, location
Prentice Hall, Inc. © 2006
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Flexible Work SchedulesFlexible Work Schedules
Flextime
Compressed work weeks
Telecommuting
Prentice Hall, Inc. © 2006
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FlextimeFlextime
Set weekly not daily hours May have to work core hours Possible employer benefits
Lower tardiness & absenteeism Higher productivity Extended business hours
Possible employer drawbacks Increased overhead costs Coordination problems
Prentice Hall, Inc. © 2006
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Compressed WorkweeksCompressed Workweeks
Example: 40 hours in 3 - 4 days
Possible benefits Can promote recruitment and retention Can reduce commuting time Can allow more family time
Prentice Hall, Inc. © 2006
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TelecommutingTelecommuting
Employees work on-site & off-site Constant direct contact with other employees Possible benefits
Same as with flextime Possible disadvantages
Less direct employee interactions Makes performance appraisals difficult
Prentice Hall, Inc. © 2006
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Telecommuting ArrangementsTelecommuting Arrangements
Satellite work centers Neighborhood work centers Nomadic executive office Work off-site and/or on-site Temporary or permanently