Final Paper – Authentic Assessment (35%) (Paper is 30%/Action Plan Timeline is 5%)
You will design a total rewards program based on an existing organization that you have studied earlier in the course or, with the instructor’s permission, a different organization.
Before creating this program, you will have conducted a research project in which you have obtained thorough and detailed information about organizational goals, objectives, and challenges. In addition, you will have obtained information about the current monetary and nonmonetary rewards and work environment of the organization and the challenges or changes (such as expansions, downsizing, changes of services or products) the organization anticipates.
In the final paper, you will provide the research findings in a report of at least 10 pages of content, PLUS a title page, abstract page, reference page, and appendix documents including implementation timeline and metrics. Provide at least ten sources (in APA format) in a reference list and respective in-text citations. You will do the following:

  1. Summarize and describe the organization, including its key goals, objectives, challenges, values, and core competencies required for success.
  2. Show knowledge of the total rewards model by describing the current total rewards philosophy and its three categories of offerings.
  3. Identify and describe the segmentation of the workforce (we study how to differentiate employee groups depending on their drivers, such as flexible schedules, growth potential, desire for demonstrating individual expertise or team success, low obligation and easy income, or high obligation and high income).
  4. Describe further the current requisite competencies (knowledge, skills, and abilities) and, in your opinion, an analysis of whether the current needs will change given the issues faced by the organization.
  5. Recommend changes to the total rewards program, along with specific plans, including plans for communicating the changes and metrics that should be used by the organization to evaluate the success of the new program.
  6. Present the justification for your recommendations.
  7. Assess and discuss the risks of not implementing the program and the opportunities the program will give the organization.
  8. Provide your metrics for evaluating the total rewards program.
  9. Present a timeline for implementation.

Grading Rubric The grading rubric for the paper follows. The maximum number of points is 30 which represents 30 percent of the overall course grade.

Components

Exceeds Expectations

6

Meets Expectations

5

Meets Some Expectations

3-4

Does Not Meet Expectations

1 or 2

Demonstration of knowledge of total rewards philosophy through description of the total rewards core elements and depiction of the link between these elements and the organizational objectives of the organization Description, evaluation, and analysis demonstrate a thorough understanding of the total rewards core elements, and also how the rewards allow the organization to achieve its objectives and attract, retain, and motivate employees with the requisite knowledge, skills, and abilities (KSAs). Description, evaluation, and analysis demonstrate an understanding of the total rewards core elements and how the rewards link to the organization’s business objectives. Paper includes some information about the segmentation of current employees. Description, evaluation, and analysis may demonstrate an understanding of the total rewards core elements, but do not discuss how the rewards link to the organization’s business objectives or how the rewards attract the requisite KSAs. Description, evaluation, and analysis do not demonstrate knowledge of the total rewards philosophy through a description of the total rewards core elements and do not show a link to the objectives of the organization. There is no mention of the segmentation of employees.
Evaluation and assessment of organization’s current total rewards program (TRP) and whether it meets the needs of the future Evaluation and assessment of the organization’s TRP are thorough, and the link to the organization’s objectives shows keen understanding. Description of the organization’s future challenges and issues is thorough and well-documented, and the alignment (or not) of the total rewards and the needed KSAs is clearly and convincingly articulated. Evaluation and assessment of the organization’s current TRP are presented and show a link to the organization’s objectives. The organization’s future challenges and issues are documented, and the alignment (or not) of the total rewards and the needed KSAs is articulated. Some gaps exist in the evaluation and assessment of the organization’s current TRP and its link to the organization’s objectives. The organization’s future challenges and issues are documented, and the alignment (or not) of the total rewards and the needed KSAs is mentioned but not given a thorough analysis. Evaluation and assessment of the current TRP and whether it meets future needs do not include the core elements of TRP in relation to the business objectives. There is not an adequate assessment of the current program and its future needs.
Assessment and analysis of segmentation of employees and the need to design a TRP to address the needs and desires of the targeted segment of employees with the requisite KSAs More than one segmentation technique of employees is applied, or student designed own analysis and assessment technique to isolate employees who hold the requisite KSAs for the organization’s success. Analysis and assessment show thorough understanding of techniques of differentiation and identification of KSAs. One segmentation technique of the employees is applied. Analysis and assessment show an understanding of techniques of differentiation and identification of KSAs. Segmentation is described, but description does not show an understanding of the theory of differentiation and does not indicate an understanding of the identification of KSAs for today or the future. Segmentation of employees is missing, as is a discussion of the KSAs needed for the future.
Recommendations for change in total rewards, including communication, feedback, and metrics recommendations; presentation of convincing rationale and justification for the design, with the risks involved if not followed Recommendations for changes in total rewards demonstrate an innovative and clear alignment to the business objectives of the organization and the changes or issues existing. All TR components are included, plus the communication, feedback, and metrics for evaluation and the risks of not implementing. Recommendations for changes in total rewards demonstrate a clear alignment to the business objectives of the organization and the changes or issues existing. All TR components are included, plus the communication, feedback, and metrics for evaluation and risks of not implementing. Basic elements of assignment are included, but recommendations do not include a thorough description of each. Some rationales and justifications are not convincing. Risks are overlooked or minimized. Recommendations are only partially presented. Major segments are lacking a description. Plan is not justified and does not appear to address the needs of the organization.
Format and mechanics (pertaining to cross-curricular initiatives of effective writing and information literacy) Paper shows excellent communication, attends to APA style, has no more than two or three mistakes in grammar and mechanics, and shows use of appropriate outside resources. Paper shows excellent communication. It has a few mistakes in APA formatting, grammar, and spelling that do not hinder understanding of the paper. Some of the required outside resources are used. Paper has some mistakes in communication, APA style, or grammar that make portions of the paper confusing. Use of resources is too limited. Paper is difficult to understand because of many mistakes in spelling, grammar, and APA formatting. Use of resources is inadequate.

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
**Recommendation from a student in the class
Show knowledge of the total rewards model by describing the current total rewards philosophy and its three categories of offerings.
The Elements of Total Rewards are:
Compensation
Benefits
Work-Life
Performance and Recognition
Development and Career Opportunities
There are five elements of total rewards, each of which includes programs, practices, elements and dimensions that collectively define an organization’s strategy to attract, motivate and retain employees. These elements are:
The elements represent the “tool kit” from which an organization chooses to offer and align a value proposition
that creates value for both the organization and the employee. An effective total rewards strategy results in satisfied, engaged and productive employees, who in turn create desired business performance and results.
The elements, as WorldatWork has defined them, are not mutually exclusive and are not intended to represent the ways that companies organize or deploy programs and elements within them. For instance, performance management may be a compensation-function-driven activity or may be decentralized in line organizations; it can be managed formally or informally. Likewise, recognition could be considered an element of compensation, benefits and work-life.
Just in case anyone needs any elaboration I am figuring that she wants us to pick out three of them in which the company is currently practicing
 

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