Strategic Compensation Analysis and Recommendations: Duplox Copiers

This report focuses on developing a strategic compensation plan for Duplox Copiers Canada Limited. The analysis begins by identifying the desired employee behavior, specifically the 'Achiever' type, and highlights the crucial role of compensation and reward in fostering this behavior. The report then details the proposed compensation mix, including base salary, annual and long-term incentive programs, and various benefits. It further presents a comprehensive compensation level breakdown, outlining the projected proportion of total compensation across different components like base pay, performance pay (individual, group, and organizational), and indirect pay. The document references several academic sources to support the recommendations and provides a detailed framework for implementing a successful compensation strategy to improve employee retention and organizational performance.

Running Head: STRATEGIC COMPENSATION
STRATEGIC COMPENSATION
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Section C: Reward and recognition strategy
Type of employee behaviour
It is important for the Duplox Copiers Canada Limited needs to maintain a certain
employee behaviour in terms of the type of Achiever. This specific behavioural type of the
employees is comprised of a number of characteristic features. For an example, they are well-
linked, well-adjusted and competent workers who works with a sense of humour. Moreover, it
can be asserted that the decision making power of this kind of employees is free from any kind of
personal gains and intricately based on the interests of the organisations (Boiral, Raineri &
Talbot, 2018). Moreover, the adaptability and get along with other types of behaviour make the
employees more flexible and efficient.
Role of compensation
In this regard, compensation and reward plays a pivotal role to develop achiever
behaviour among the employees. In this regard, the role of the organisation is to encourage the
employees. Moreover, retention of the skill and efficiency are also identified important aspect on
which the Duplox Copiers Canada Limited must follow. In this context, the compensation
strategy plays a crucial role in order to reduce the turnover of the employees and makes them
more concerned about the organisational profit (Gupta & Shaw, 2014). As a matter fact,
compensation and reward is used as encouragement through providing monitory benefits for the
employees. As a result of that the employees become highly satisfied and intend to be committed
towards the Duplox Copiers Canada Limited.

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Compensation mix
Base salary
It is comprised with the motive to provide the employees the minimum compensation in
terms of base salary. Therefore, the base salary is identified as a fixed pay that portrays
individual role and responsibility, experience and expertise and generate effective performance
so that both the employee and the organisation generate profit equally (Pepper & Gore, 2015).
Annual incentive compensation program
The annual incentive compensation program is associated with the rewards for achieving
the annual business goals by an individual employee. Moreover, it can be stated that there are
some variables that influences the annual incentive compensation program (Balsam et al., 2016).
In this context, the variables are based on the targets and the opportunities that the employees
can be exploited by showing their exquisite performances.
Long term incentive program
This program is relied up on the stock based awards connected with the retention of the
employees and the increase in the stakeholders’ value over a long period of time (Pepper &
Gore, 2015). Therefore, it can provide incentives and awards to the employees on the basis of the
employees’ loyalty and performance for the organisation.
Benefits
Besides all these incentives and award programs it can be argued that there are another
sort of monitory benefits the employees can enjoy by exposing their credibility and potentiality.
Addition programs like the monthly rewards and recognitions can be offered to attract and retain

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the valuable employees in order to generate more profits for the organisation (Balsam et al.,
2016).
Compensation level
Job Family: For all the job families
Total compensation Level: Match the market
Compensation component Projected proportion of total compensation
1. Base pay 40%
a. Job evaluation 15%
b. Market pricing 12.5%
c. Pay for knowledge 12.5%
2. Performance pay 40%
a. Individual performance pay 20%
i. Piece 3%
ii. Commissions 5%
iii. Merit bonus 7%
iv. Special incentives 5%
b. Group performance pay 15%
i. Gain sharing 4%
ii. Goal sharing 8%
iii. Other group pay 3%
c. Organisation performance pay 5%
i. Profit sharing 2%

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ii. Stock plan 1.5%
iii. Other organisation pay 1.5%
3. Indirect pay 20%
a. Mandatory benefits 7%
b. Retirement benefits (pension plan) 4%
c. Health benefits 5%
d. Paid time off 1%
e. Employee services 2%
f. Other benefits 1%

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Reference
Balsam, S., Boone, J., Liu, H., & Yin, J. (2016). The impact of say-on-pay on executive
compensation. Journal of Accounting and Public Policy, 35(2), 162-191.
Boiral, O., Raineri, N., & Talbot, D. (2018). Managers’ citizenship behaviors for the
environment: a developmental perspective. Journal of Business Ethics, 149(2), 395-409.
Gupta, N., & Shaw, J. D. (2014). Employee compensation: The neglected area of HRM
research. Human Resource Management Review, 24(1), 1-4.
Pepper, A., & Gore, J. (2015). Behavioral agency theory: New foundations for theorizing about
executive compensation. Journal of management, 41(4), 1045-1068.