Eastern Provincial University: Compensation and Benefit Analysis

This case study analyzes compensation and benefit strategies at Eastern Provincial University, focusing on pay equity and performance measurement. The assignment begins with a table comparing job positions and factors such as skills, effort, and responsibility. It then explores ensuring pay equity through fair recruitment, workplace culture changes, and data analysis of pay scales. Recommendations for measuring performance are provided, including setting clear objectives, using SMART goals, eliminating discrimination, and regularly evaluating employee performance. The study emphasizes the importance of aligning compensation plans with organizational goals and employee development, suggesting regular reviews and modifications to performance standards, and the use of feedback to improve compensation and benefit plans. References from various scholars are included to support the analysis.

Running head: COMPENSATION AND BENEFIT
Compensation and Benefit
Name of the Student
Name of the University
Author notes

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COMPENSATION AND BENEFIT
1. Table 1: Job Position and Job Factors
Job Factors
Job Position Skills Effort Responsibility Working Conditions
Ability Educatio
n
Experience Mental
skill
Mental
effort
Physical
effort
Importance Supervisor
responsibilit
y
Physical
environment
exposure
Medical Lab
Technologist II
50 60 25 40 75 0 75 20 0 40
Medical Lab
Technologist I
25 60 15 40 25 0 30 0 0 40
Draftsperson II 25 40 15 40 25 0 30 20 0 15
Draftsperson I 25 40 5 20 15 0 15 0 0 15
Executive
Assistant
15 15 15 20 25 10 15 10 0 15
Administrative
Assistant
15 15 0 10 15 10 0 0 0 15
Ground Worker
II
15 0 15 10 15 20 15 20 20 40
Ground Worker
I
5 0 0 0 5 20 0 0 20 40
2. a. Ensuring Pay Equity
Designing the right type of compensation and benefit programs for the employees is
one of the most important part of the human resource management. The compensation plans
work as the motivator and job satisfying factor for the workers in an organisation. According
to Rubery & Koukiadaki (2018), while designing the compensation the pay equity context

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need to be taken care of to ensure the organisational culture and workplace positivity. Pay
equity is the process through which the “equal pay for equal work” provision is followed. The
objective of paying setting pay equity is mainly three folded- first to attract new talented
employee and improve the employee brand. Second to cover the Equal Pay Act of the country
and the third is the ethical aspect of business culture (Heckert & Rosan, 2016). Paying the
workforce fairly for their responsibility and job role is the need of the modern organisational
set up so that the company can survive the competition and retain their valuable employees.
Eastern Provincial University has a workforce that have different types of posts and
professional for regular operations. To ensure the equity payment for the employees, the
company can think of a perfect evaluation system and then determine the equity pay. The first
step in equity pay planning would be to review the recruitment process. In the advertisement
for the recruitment, there should not be any gender specific or discriminatory job description.
The salary offered to the professional should be based on the job role and not on any gender,
race or ethnicity contexts (Mitchell, 2017). Next, there should be some changes in the
workplace culture of Eastern Provincial University. The team in the organisation must be
ready to welcome diversity in the departments. The more diverse the workforce, more equity
pay aspects will be fulfilled. Gathering the data about the pay scale in the organisation based
on different categories like gender, educational level, job role, diversity aspects and
experience level is necessary at the initial stage. After assessing all these factors, the
authorities can decide of the pay gaps and fulfil them with new equity pay plans.
b. Recommendation for Measuring Performance
Compensation and reward system should have different measuring aspects so that the
organisations can have a fair and discrimination free promotional plans (Smith & Bititci,

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2017). There are various parts of the performance measurements. Some steps and contexts of
performance measurement in Eastern Provincial University is given below-
1. First and foremost part of performance measurement in Eastern Provincial University is the
setting of the objectives and communication them clearly among the employees. The human
resource management has the responsibility of the performance management (Zhang, Van de
Walle & Zhuo, 2016). The job roles and responsibilities must be clearly stated to the
employees so that they can get the direction in which they have to proceed.
2. Smart Goals can be set by the HR department of the university. This way, the professional
will be informed about the goals and their achievement times. The focus would be more
centralised and the performance of the employees can be evaluated more effectively (Kallio,
Kallio & Blomberg, 2020). If the Eastern Provincial University uses the SMART goal
structure in their employee performance evaluation, the process will be more detectable and
sustainable for the staffs and teaching faculties.
3. The next step is to determine what the managers are going to consider when they are trying
to determine the performance. The company authority must ensure that there is no
discrimination in the performance measuring based on gender, age, race, ethnicity,
educational qualification or any other discriminatory background. These discriminations
reduces the authenticity of performance measuring (de Mendonça et al,. 2018). Specifically
in the case of Eastern Provincial University, the workplace diversity is huge. Not only the
students but the staffs are also from different origins and backgrounds. Hence, to maintain
pay equity and sustainability the institution must pay attention to eliminate the discrimination
in pay scale and pay the workforce according to their job performance and responsibility.
4. There are several tools related to the organisational set up that are to be considered in
performance measuring of the employees. For example, while measuring the performance of

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the employee, the performance managers of Eastern Provincial University must consider the
company mission, vision, values and strategic planning for the project.
5. The next step is the change implementation in the assessing process according to the smart
goals set by the authority or the HR department. Once the objectives are set, the employees
and the managers will know what to do and where the whole process is going to. The changes
in the performance standards must be a balance between the individual and organisational
development. The employees would have the expectation from the organisation that they will
get the scope to develop their skills and have a better future prospects in their job roles
(McDavid, Huse & Hawthorn, 2018). The promotional plan designing is important here. All
the job responsibilities of employees need to be assessed and the promotions must be
according to that. The performance manager of the Eastern Provincial University must
interact with the employees regarding the responsibilities and performance. Some number
system can be implemented in the performance management of the institution. The number
system will give the whole process more transparency and strength.
6. Evaluation of the performance of the employees must be done in regular interval. For
example, in every six or one year span, the company must evaluate the performance of the
employee. Regular evaluation will give the employees and idea of how they are performing
and what they can do for better performance. This is important to maintain the work ethics as
well as development of the workforce. Eastern Provincial University can use the six month
evaluation plans for their non-teaching staffs and two year evaluation plan for the teaching
staffs.
7. Review and modification of the performance standards are integral part of the process.
Along with the wages, the promotional plans, different incentives and appraisals, all should
be done after the primary evaluation. There can be implemented some changes in the process

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so that the company goals are attached with the changes suggested. Feedbacks can be
collected from the employees as well as from the managers of the company about what they
think of the compensation and benefit plans. Regular changes are required according to the
trend and condition of the organisation. In the educational organisation like Eastern
Provincial University, the employees must be informed about the performance standards and
deliver their tasks accordingly. The university will have the scope to evaluate the results of
performance assessment and management. This is will help them to excel their compensation
plans.

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References
de Mendonça, P. R. C., Monteiro, M. M., Scavarda, L. F., & Rocha, J. (2018, December).
Challenges and Barriers of Performance Measurement Systems: Lessons from
Different Initiatives Within One Single Organization. In International Conference on
Production and Operations Management Society (pp. 659-668). Springer, Cham.
Heckert, M., & Rosan, C. D. (2016). Developing a green infrastructure equity index to
promote equity planning. Urban Forestry & Urban Greening, 19, 263-270.
Kallio, T. J., Kallio, K. M., & Blomberg, A. (2020). From professional bureaucracy to
competitive bureaucracy–redefining universities’ organization principles,
performance measurement criteria, and reason for being. Qualitative Research in
Accounting & Management.
McDavid, J. C., Huse, I., & Hawthorn, L. R. (2018). Program evaluation and performance
measurement: An introduction to practice. Sage Publications.
Mitchell, M. (2017). “Talking” about Gender While Ignoring Race and Class: A Discourse
Analysis of Pay Equity Debates. In Black Women in Politics (pp. 65-82). Routledge.
Rubery, J., & Koukiadaki, A. (2018). Institutional Interactions in Gender Pay Equity: A Call
for Inclusive, Equal and Transparent Labour Markets. U. Oxford Hum. Rts. Hub J., 1,
115.
Smith, M., & Bititci, U. S. (2017). Interplay between performance measurement and
management, employee engagement and performance. International Journal of
Operations & Production Management.
Zhang, H., Van de Walle, S., & Zhuo, Y. (2016). Does trust in the performance measurement
organization influence how public managers use performance information?. Public
Performance & Management Review, 40(2), 409-430.