For this assignment you will select one topic
from the list below, then locate a research article (acceptable journals
attached) and complete an annotated bibliography entry: 200 – 300 words.
Compensation and the Social
Good
Employment Laws that Influence
Compensation Practices
Laws that Guide Discretionary
Employee Benefits
Contextual Influences on the
Federal Government as an Employer
Labor Unions as Contextual
Influences
Market Influences
Paragraph 1:
Summarize the article. Name and define the
topic(s). Identify key points made in the article.
Paragraph 2:
Explain why this topic is relevant to human
resource management, especially strategic compensation. Make the
connections: a) correlate the topic to one or more of the chapter
outcomes, and (b) identify any new or reinforced concepts that tie to or
integrate with the textbook(s) or other sources used in this course or prior
courses. State the implications of the topic or topics from a
Christian worldview (be sure to include connection to actual Scripture).
Paragraph 3:
Provide your analysis and opinion of the
topic. What areas of address in the article are capable of immediate
application, either personally or professionally? Identify areas of
agreement or disagreement? What was your favorite quote? What new
term(s) may be added to your growing lexicon? Identify questions for
future inquiry. What topic(s) or resource lead(s) did the article provide
for which you have further interest in researching (e.g., a;referenced article,
website, film, YouTube clip, or book)?
Attached : Article on Over Time to be used to write assignment.Bibliography example to use for reference.
ot.pdf
hrmt538_annotated_bibliography_example.docx
Unformatted Attachment Preview
For the latest HR-related business and government news, visit www.shrm.org/hrnews
HR News
Proposed Overtime Rule:
White-Collar Exemptions Will Fall
If the final rule on mandatory overtime
resembles the initial proposal, the result
would be a dramatically increased salary
level for determining which employees
would be exempt from overtime pay.
The U.S. Department of Labor
(DOL) intends to set the new salary level
at $970 a week, or $50,440 annually, for
2016. That’s more than twice the current
threshold. The figure, which represents
the 40th percentile of earnings for full
time salaried workers, would automati
cally rise each year. By contrast, the cur
rent salary level is static.
PHOTOGRAPH BY ASSOCIATED PRESS
HR’s C hallenges
Nearly everyone agrees that it’s time for
an increase in salary level, said Tammy
McCutchen, an attorney at Littler in
Washington, D.C. But raising it to an
annual level of $35,000 to $45,000
would be a lot more reasonable, she said.
The use of white-collar exemptions
will become increasingly difficult if the
final rule adopts the 40th percentile cut
off. “Each annual salary adjustment
based on a percentage simply has the net
result of rendering more exempt employ
ees nonexempt,” said Paul DeCamp, an
President Barack Obama, center, surrounded by supporters, signs a presidential memorandum directing
Labor Secretary Thomas Perez to modernize overtime protections, March 13,2014.
attorney at Jackson Lewis in Reston, Va.
The DOL is proposing two meth
ods to automatically raise the salary
threshold. The first would keep the level
pegged to the 40th percentile—or some
other percentile—of earnings for full
time salaried workers. The second would
use the Consumer Price Index for All
Urban Consumers to change the level
based on inflation.
While the inflation-based approach
has its drawbacks, they are not as severe
as the percentile concept, DeCamp said.
(continued on next page)
DOL Questions About the Duties Test
Although the Department of
required to spend a minimum
50 percent of an employee’s
regulation for executive
Labor (DOL) did not modify
amount of time performing
time worked a better indica
employees— allowing the per
the standard duties test for
work that is their primary duty
tor of the realities of today’s
formance of exempt and non
exempt status in its proposed
to qualify for the exemption?
workplace?
exempt duties concurrently—
overtime rule, the department
And if so, what should that
■
working well, or does it need
has posed numerous ques
minimum be?
duties test for each exemp
to be modified? Alternatively,
tions and remains “very inter
■
tion category appropriately
should there be a limitation
ested” in making it harder to
California law as a model? That
distinguish between exempt
on the amount of nonexempt
meet, said John Thompson, an
state requires that more than
and nonexempt employees?
work that an exempt worker
attorney with Fisher & Phillips
50 percent of an employee’s
Should the DOL reconsider its
can perform? To what extent
in Atlanta. Inquiries include:
time be spent exclusively on
previous decision to eliminate
are exempt lower-level execu
■
work that is the employee’s
the long duties test and short
tive employees performing
should be made?
primary duty. Is some other
duties test structure?
nonexempt work?
■
threshold that is less than
■
What, if any, changes
Should employees be
Should the DOL look to
Does the single-standard
Is the concurrent duties
— Allen Smith, J.D.
Septem ber 2015
HR Magazine
9
HR N e w s
Are Same-Sex Domestic Benefits
On a Path to Becoming Obsolete?
Now that same-sex couples can marry across the land, some employers are dropping
benefits coverage for domestic partners.
Verizon, Delta, IBM and Corning have either stopped offering or announced that they
will stop offering domestic partner benefits, and others are likely to follow suit. “Eventu
ally, employers will want to treat all
married and unmarried participants
alike, regardless of sex, and will do
away with domestic partner benefits,”
said Joni Andrioff, an attorney at Steptoe & Johnson in Chicago.
Companies considering eliminating
domestic partner benefits should give
workers enough notice to arrange for
other coverage. “For example, they’ll
give employees six to 12 months to get
married before they lose their bene
fits,” said Todd Solomon, an attorney
at McDermott Will & Emery in Chicago.
Tread carefully, though, because
of possible discrimination claims. “An
employer that offers benefits to unmarried opposite-sex partners probably cannot leave
those benefits in place while dropping benefits for unmarried same-sex partners without
facing a significant risk of a sex discrimination claim,” Solomon cautioned. On the flip
side, employers that retain unmarried same-sex partner benefits but don’t have oppositesex partner benefits could face a reverse discrimination claim.
—Allen Smith, J.D.
Many Will Drop Domestic Partner Benefits
Employers that intend to
continue offering domestic
partner benefits
Why offer the benefits?
•
•
•
Employers that plan
to drop such coverage
_
To retain or attract
quality employees
To recognize all types
of families
It’s the right thing to do
Why c u t them?______
Same-sex couples can
legally marry now
Administrative
complexities
Cost issues
Source: International Foundation of Employee B enefit Plans.
10
HR Magazine September 2015
Overtime Rule
(continued from previous page)
Any automatic increase in salary level,
however, would require employers to
evaluate annually whether to raise the
salaries of those who fall below the new
minimum. For example, the new 2016
level would add an estimated 5 mil
lion currently white-collar employees.
Regardless of the method ultimately
chosen, employers should begin budget
planning for annual increases.
Hard C hoices
The proposed rule will require some
hard choices, according to Michael
Arnold, an attorney at Mintz Levin in
New York City. Employers facing rising
labor costs will be forced to ask:
• Do we pay our employees more to
keep them exempt?
• Do we pay them less and/or reduce
their hours to minimize overtime costs?
• Do we eliminate or reduce benefits
provided to these previously exempt
employees?
• Do we hire more workers to account
for any shortfalls?
Employers may want to consider
some cost-saving policies, such as per
mitting overtime work only with the
permission of a supervisor (while pay
ing overtime even when such a policy is
violated, as required by law), imposing
e-mail curfews to limit employees’ work
time and redesignating the workweek.
Changing the workweek to Wednesday
through Tuesday, for example, may cap
ture hours in a way that is less likely to
incur weekly overtime wage costs than
sticking with Sunday to Saturday.
While the DOL’s proposed rule would
not modify the standard duties test used
to determine whether an employee is
exempt, the department has posed a series
of questions to business leaders regarding
how the test might be revised. As employ
ers await the final rule, they are learning
to live with uncertainty.
—Allen Smith, J.D.
Copyright of HR Magazine is the property of Society for Human Resource Management and
its content may not be copied or emailed to multiple sites or posted to a listserv without the
copyright holder’s express written permission. However, users may print, download, or email
articles for individual use.
Pollitt, D. (2011). The fundamental values that drive HR policy at Procter & Gamble. Human Resource Management
International Digest, 19(3), 10-14. doi: http://dx.doi.org/10.1108/09670731111125862
Pollitt (2011) describes the forces that drive success and how they have shaped human resource (HR) policies of the
multinational company, Proctor & Gamble (P&G). At the heart of P&G’s business model are its purpose, values, and
principles. To these, P&G adds integrity, trust, and respect for others to create core competencies that drive the dayto-day operations and decision making. These competencies form three basic ideas:
the power of the P&G mind
the power of the P&G people
the power of the P&G agility (Pollitt, 2011)
Focused primarily on operations in the United Kingdom and Ireland, the author explained the recruitment process,
internal communications, performance rewards, employee development, and total rewards. All employees receive a
world-wide business conduct manual highlighting P&G’s purpose, values, and principles, which must be reviewed
annually. Employees are also required to sign a document to attest they have done so (Pollitt, 2011).
P&G believes integrity, trust, and respect for others needs to be at the core of all of its business operations, including
employee programs and procedures. They promote from within and offer extensive training and development
programs to all their employees through onsite learning centers, virtual classrooms, on-the-job training, and coaching.
The training provided by P&G’s HR department reinforces key competency areas, including leadership, innovation,
collaboration, and risk-taking. Their total rewards package reflects their philosophy, and employees are offered
unique work/life balance options. HR managers elsewhere could take their cues from how well P&G’s HR executives
seamlessly integrate the organization’s philosophy and strategic goals into every aspect of HR management (HRM)
and HR development (HRD). P&G’s vision, values, and principles are likewise compatible with a Christian worldview,
as stated in Proverbs 29:18: “Where there is no vision, the people perish” (King James Version). There is also
correlation to Colossians 4:1, which states employers are to give kind consideration to their employees, with
management realizing they, too, have a master—God in heaven (paraphrase).
A company’s culture should be founded on values, principles, and ethical behavior, as evidenced in its ongoing
operating practices and formal corporate policies. Pollitt (2011) provides detailed support of such practice at P&G.
However, missing from the article were concrete examples or illustrations (e.g., an employee current work and
development plan) which could be of benefit to HR managers seeking to benchmark the best practices of the
company. Most intriguing is that at P&G “each employee has his or her own salary plan that consists of the current,
proposed, and the future salary increases” (Pollitt, 2011, p. 13). A favorite quote is, “We feel that our purpose,
values and principles are our DNA, our competitive advantage and our guarantee for long-term survival and success”
(Pollitt, 2011, p. 10). The unique idiom—remuneration—was added to my lexicon. It is used more frequently outside
the United States to describe compensation. My future research may include review of P&G’s website for
employment opportunities in the U.S. and abroad.
Martocchio, J. J. (2015). Strategic compensation (8th ed.). [CourseSmart version].
Retrieved from http://www.coursesmart.com
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