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The mission statement

The business strategy

The total rewards strategy

The organizational vision

A portion of one's salary paid during reserve duty and military leave

A practice of paying a lump sum to employees during a company shutdown

A continuation of an employee's salary after termination

A continuation of a portion of an employee's salary to a beneficiary after the death of an employee

By considering emerging and future trends in the employee's professional field

By considering what opportunities would enable the employee to move to competing organizations

By considering how much the employee likes his or her current position

By considering the minimum competencies needed to move up to the next pay grade

Hourly rate

Salary

Piece rate

Bonuses

The experience required to achieve the goal or objective

The reward that can be earned

The time required for satisfactory performance

The expected outcome

By each employee's pay grade

By what is available on the annual development schedule

By what is appropriate for the business and the job

By what the manager thinks the employee should have

There is no promise of a specific benefit at retirement.

Individual accounts must be maintained for each participant.

They are often integrated with government-sponsored programs.

Employees are at risk for financial resources.

It isn't. The performance review should not be related to pay decisions.

It is related to the extent that it affects variable pay awards. Base pay is based solely on tenure, prior experience and job skills.

It helps managers meet salary budgets by allowing them to adjust review results to align with available salary increase funds.

It provides managers a measure that can be used along with salary planning guidelines to determine appropriate rewards or consequences.

The ordering of jobs from highest to lowest

The market wage for a particular job compared to a specific company's wage for the job

The adjustments to midpoints based on geographic differentials

The difference in wage rates paid at the midpoint of two adjacent grades

The supervisor should not have asked Carla to contribute to the job description. Job descriptions should be developed only by human resources and management.

The job description will be far more relevant than before because of the addition of duties that Carla has taken on over the years.

Although it is useful to have input from the job incumbent, care should be taken to avoid basing the job description on the specific individual who is filling the job.

The job worth hierarchy

The base pay structure

Job documentation

Job descriptions

General

Cost of living

Automatic

Merit

Attendance at technology training

Association membership

Career ladder and pathway

Compliance training