Week 9 Discussion Human Resource Management Salaries and Wages

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Week 9 Discussion

Salaries and Wages: Direct Financial Compensation

The system of salaries and wages, or direct financial compensation,
provided by an organization vitally impacts its ability to attract and
retain talented employees. The design of an organization’s pay system
is not a simple matter but one that balances many forces: equity issues,
labor markets, an organization’s financial health, and federal laws to
name a few. Knowing how to weigh these issues to arrive at a balanced
plan appropriate for your particular organization is the mark of a
manager well-versed in the skills of human resource management.

For this Discussion, review this week’s Resources.Review Chapter 7 of Human Resources Management for Public and Nonprofit Organizations.
Pay particular attention to the factors that influence compensation
policies. Focus on how the pay system issues and concepts may affect
government and non-profit organizations differently. For example, you
may wish to discuss the issue of external equity and local government
pay systems.

With these thoughts in mind:

Post by Day 4 a brief description of a compensation
issue in a government or non-profit organization. Explain how the
issue might impact the pay system of the government or non-profit
organization you selected.

Note: Identify the compensation issue on the first
line of your post. You will respond to a colleague who discussed a
compensation issue that you did not.

Be sure to support your postings and responses with specific references to the resources.

Week 9 Learning Resources

This page contains the Learning Resources for this week. Be sure to
scroll down the page to see all of this week’s assigned Learning

Required Resources

Note: To access this week’s required library resources, please click on the link to the Course Readings List, found in the Course Materials section of your Syllabus.


  • Pynes, J. E. (2013). Human resources management for public and nonprofit organizations: A strategic approach (4th ed.). San Francisco, CA: Jossey-Bass.
    • Chapter 7, “Compensation” (pp. 211–241)
    • Chapter 11, “Labor-Management Relations: Collective Bargaining in the Public and Nonprofit Sectors” (pp. 341–367)
  • Chandler, T. D., & Gely, R. (2011). Card-check laws and public-sector union membership in the states. Labor Studies Journal, 36(4), 445–459.
    Retrieved from the Walden Library databases.
  • Jost, K. (2011). Public-employee unions. CQ Researcher, 21(14), 313–336.
    Retrieved from the Walden Library databases.
  • Kearney, R. C. (2010). Public sector labor – management relations: Change or status quo? Review of Public Personnel Administration, 30(1), 89–111.
    Retrieved from the Walden Library databases.
  • Kniffin, K. M. (2011). Organizing to organize: The case of a successful long-haul campaign for collective bargaining rights. Labor Studies Journal, 36(3), 333–362.
    Retrieved from the Walden Library databases.
  • Kochan, T. A. (2011). Transforming public sector labor management relations: A call to action. MIT Sloan School of Management: Institute for Work and Employment Research.
    Retrieved from
    Kochan, T.A. (2011). Transforming Public
    Sector Labor Management Relations: A Call to Action. MIT Sloan School
    of Management: Institute for Work and Employment Research. Retrieved
  • Pynes, J. (2009). Exercise 12.1: No union-related e-mail. In Human Resources Management for Public and Nonprofit Organizations: A Strategic Approach (p. 370). San Francisco, CA: Jossey-Bass.
    Human resources management for Public and
    nonprofit organizations: a strategic approach (4th ed.) by Pynes, J.
    Copyright 2009 by John Wiley and Sons. Reprinted by permission of John
    Wiley and Sons via the Copyright Clearance Center.

Please proceed to the Discussion.

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