BUS 450: Compensation and Performance
Grade and Salary Structure Project
The purpose of this project is to develop a job evaluation process and a grade and salary structure. This project constitutes 25% of the final grade for the course, and will be conducted as part of a small team. The first step it to select one real organization for this project. It may help to select an organization in which you know someone, but this is not necessary. Please obtain my approval for the organization you select.
The final deliverable is a report providing all of the below information. A hard copy of the report should be handed to me during our final class. The report should be well-organized, clear, concise, and free of typos (10% of project grade).
The first page of the report should provide a brief (about half a page) overview of the organization, such as major products or services, main locations, number of employees, etc. (10% of project grade). The remainder of the report should address the following items.
- Develop point-factor job evaluation process (20%)
- Identify 5 – 8 factors that cover the most important aspects of jobs, but are not redundant or overlapping with each other.
- Define each factor, and define the top and bottom levels of each factor.
- Determine the points associated with each level.
- Determine realistic weights for all factors.
- Evaluate three jobs using your point-factor process (20%)
- The three jobs should be at different levels of the organization (e.g., data entry clerk, entry-level trainer, mid-level manager).
- Obtain and/or develop a brief job description for each job. At a minimum, you should provide at least three major responsibilities for each job.
- Evaluations should be logical in the context of real work (e.g., Trainer should not receive more points on “People Responsibility” than the Head of Marketing).
- Collect market data for the same three jobs (20%)
- Do NOT ask organizations for a salary structure or individuals about their own salary. This is generally confidential information and such inquiries may be viewed as naïve or insensitive. In addition, using another salary structure is not your work, and is likely to create problems for you (e.g., it will not match your span and overlap figures).
- Gather information from at least two sources for each job.
- Information may be obtained from web sites, job postings, newspaper ads, knowledgeable family and friends, etc.
- Document each source (e.g., my Father who managed this job two years ago), and the exact data provided by each source (e.g., average, general range, one employee’s specific salary).
- If necessary, convert this data to common scale by, for instance, making adjustments for issues such as currency, taxes, housing provided, UAE National vs. expatriates, etc. Clearly label all data at all steps in the process (e.g., What currency? Is housing included?).
- Create Grade and Salary Structure (20%)
- Create grades or bands that cover all jobs in the organization (it is probably better to exclude very low jobs such as Office Boy and the CEO).
- Use reasonable values for the span, differential, and overlap to create consistent pay ranges. Document the span, differential, and overlap figures that were used. Provide the minimum, midpoint, and maximum salary for each grade.
- Using the points and salaries from your three jobs as a guide, create logical point ranges for each grade (these ranges should NOT overlap, and usually get progressively larger as you go up).
- Place the job titles for the three jobs you evaluated next to the appropriate grades/bands in your grade and salary structure.
- Be sure to label your final structure as relevant (e.g., What is the name of the organization? Where is it located? Is this for UAE Nationals or Non-Nationals? Is housing included? What currency?).
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