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CRA Certified Research Administrator

The Certified Research Administrator® Examination is a computer-based examination composed of a maximum of 250 multiple-choice, objective questions with a total testing time of four (4) hours. The content for the examination is described in the Body of Knowledge on the next page.

The questions for the examination are obtained from individuals with expertise in research administration and are reviewed for construction, accuracy, and appropriateness by the RACC.

RACC, with the advice and assistance of the Professional Testing Corporation, prepares the examination.

The Certified Research Administrator® Examination will be weighted in approximately the following manner:

I. Project Development and Administration 30%

II. Legal Requirements and Sponsor Interface 30%

III. Financial Management 25%

IV. General Management 15%



The Research Administrators Certification Council (RACC) promotes the concept of voluntary certification
by examination for all research and sponsored programs administrators. After passing this examination,
an individual earns the Certified Administrator® (CRA®) designation. Certification is just one part of a
process called “credentialing”. It focuses specifically on the individual and is one indication of current
competence in this specialized field. Certification in research and sponsored programs administration is
highly valued and provides formal recognition of basic knowledge in this field.



The Certified Research Administrator (CRA) credential means that you demonstrate a level of knowledge of all aspects of research administration. It is obtained by qualifying for and taking the CRA exam, which is administered by an independent certifying body, the Research Administrators Certification Council (RACC) http://www.cra-cert.org/(link is external). The CRA exam is rigorous, and it must be taken at a designated site and it is administered through Professional Testing Corporation. In a four-hour period, test-takers must answer 250 questions that cover the full spectrum of research administration.



I. PROJECT DEVELOPMENT AND ADMINISTRATION

- Collection and Dissemination of Information

- Marketing - Internal and External

- Identification of funding opportunities

- Identification of internal capabilities

- Resource Documents, Application Materials, and Information

- Dissemination of Information/Publications

- Liaison

- Internal

- Funding sources

- Cooperative arrangements

- Public Relations

- Agency Structure and Practice

- Proposal Development

- Proposal Writing

- Budget Preparation

- Documentation to Meet Sponsor Requirements

- Internal Proposal Processing

- Negotiation Techniques

- Contracting Basics

- Administration of Awards

- Monitoring Activity

- Reports on Progress and Financial Status

- Continuation Funding

- Close Out

- Changes in Project Status

- Award Instruments

- Ethics and Professionalism

- Conflict of Interest

- Bioethics

- Human Subjects

- Animal Care

- Professional

- Intellectual Property

- Patents

- Copyrights

- Licensing

- Commercialization

- Data

- Proprietary Information

- Electronic Research Administration

II. LEGAL REQUIREMENTS AND SPONSOR INTERFACE

- Regulations and Statutes

- Overview of Regulatory and Legislative Process

- Governmental Relations

- Mandated Requirements

- Compliance - Federal Sponsors and General Management Practices

- Representations and Certifications

- Federal Drug-Free Workplace and Drug-Free Schools

- Federal Debt Delinquency

- Federal Debarment/Suspension

- Lobbying

- Conflicts of interest

- Scientific misconduct

- Other

- Federal Management Requirements

- Federal Acquisition Regulations

- Federal Assistance Administrative Regulations

- 2 CFR (Uniform Guidance and OMB Circulars)

- Institutional Committees

- Institutional Review Board

- Institutional Animal Care and Use Committee

- Other

- Federal Disclosure Requirements

- Institutional and Sponsor Publication Requirements

- HIPAA Health

- International Traffic in Arms Regulation (ITAR)/Export Administration Regulations (EAR)

- Federal/Sponsor Appeal Procedures

III. FINANCIAL MANAGEMENT

- Budgeting/Accounting

- Proposal Development

- Accounting Management

- Accounting systems/management information systems

- Sponsor documents

- Internal documents

- Accounting processes

- Effort reporting

- Service centers

- Program income

- Internal controls

- Cost transfers

- Rebudgeting

- Costs

- Direct Costs

- Indirect Costs

- Indirect Cost Rates

- Development

- Negotiation

- Cost Sharing

- Sponsor Financial Reporting

- Audit

- Types

- Internal and External Requirements

- Allowable Costs

IV. GENERAL MANAGEMENT

- Facility Management

- Specialized Facilities

- Property, Utility, and Equipment Management

- Inventory control

- Sale/disposal of equipment and property

- Lease vs. purchase

- Capital expenditures

- Sharing/pooling

- Central services

- Safety and Health Requirements and Procedures

- Hazardous and Nonhazardous Materials

- Security

- Renovation and Construction -Differentiation & Impact analysis

- Biohazards

- Other

- Contracts and Purchasing

- Basic Legal Concepts

- Management of Contracts and Purchasing

- Termination and Appeals

- Records Management

- Human Resource Management

- Employee/Labor Relations

- Career Development/Training

- Staffing

- Affirmative Action/Equal Employment Opportunity

- Compensation

Certified Research Administrator
RACC Administrator resources

Other RACC exams

CRA Certified Research Administrator

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RACC
CRA
Certified Research Administrator
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Successful budget process relies greatly upon effective communications. Strong
communication can contributeto improved information quality, lower implementation costs,
less resistance and an enhanced decision-making process. In fact, an effort to improve
communications could be as simple as documenting the budget process timelines,
managerial guidelines, and budget assumptions.
Question: 224
There is typically no fixed time period for budget coverage.
A. True
B. False
Answer: A
Budgets are usually prepared for departments and for the organization as a whole. There is
no fixed time period for budget coverage - they can be prepared to cover any time period as
long as they meet the needs. They may be prepared top-down or bottom-up, although the
bottom-up approach is believed to be more capable of leading to a successful budgeting
process.
Question: 225
A budget can be:
A. static or flexible.
B. simple or linked.
C. correlated or embedded.
D. None of the choices.
Answer: A
A budget can be static or flexible. A static budget is prepared for a single level of activity,
while a flexible budget is prepared for any level of activity within the relevant range. In any
case, differences between budgeted and actual amounts are known as budget variances.
You dont investigate all variances. You only spend time on variances that are significant.
Question: 226
What kind of budget is usually prepared for a single level of activity?
108
A. static
B. flexible
C. simple
D. linked
E. correlated
F. embedded
G. None of the choices.
Answer: A,B
A budget can be static or flexible. A static budget is prepared for a single level of activity,
while a flexible budget is prepared for any level of activity within the relevant range. In any
case, differences between budgeted and actual amounts are known as budget variances.
You dont investigate all variances. You only spend time on variances that are significant.
Question: 227
Which of the following refers to the process whereby organizations use different cost
accounting techniques to report or control the various costs of doing business?
A. Activity management
B. Cost management
C. Cost accounting
D. Budget management
E. Process management
F. None of the choices.
Answer: B
Cost management is the process whereby organizations use different cost accounting
techniques to report or control the various costs of doing business. Cost accounting refers to
the process of tracking, recording and analyzing costs associated with the activity of an
organization, where cost is defined as 'required time or resources. Costs are usually
measured in units of currency by convention, and there are at least three approaches to
costing, which are standard costing, activity- based costing, and throughput accounting.
Question: 228
Which of the following refers to the process of tracking, recording and analyzing costs
associated with the activity of an organization?
109
A. Activity management accounting
B. Proactive management accounting
C. Cost accounting
D. Budget management accounting
E. Process management accounting
F. None of the choices.
Answer: C
Cost management is the process whereby organizations use different cost accounting
techniques to report or control the various costs of doing business. Cost accounting refers to
the process of tracking, recording and analyzing costs associated with the activity of an
organization, where cost is defined as 'required time or resources. Costs are usually
measured in units of currency by convention, and there are at least three approaches to
costing, which are standard costing, activity- based costing, and throughput accounting.
Question: 229
With cost accounting, possible approaches may include (choose all that apply):
A. standard costing
B. activity-based costing
C. throughput accounting
D. linked accounting
E. linked costing
F. None of the choices.
Answer: A,B,C
Cost management is the process whereby organizations use different cost accounting
techniques to report or control the various costs of doing business. Cost accounting refers to
the process of tracking, recording and analyzing costs associated with the activity of an
organization, where cost is defined as 'required time or resources. Costs are usually
measured in units of currency by convention, and there are at least three approaches to
costing, which are standard costing, activity-based costing, and throughput accounting.
Question: 230
Standard costing simplifies accounting.
110
A. True
B. False
Answer: A
The idea of standard costing came from the need for managers to make decisions about
products and pricing in simple ways. Since most costs were believed to be variable,
managers could simply total the variable costs for a product and use this as a rough guide
for decision-making. Standard costing took such an idea further by dividing the fixed costs
by the number of items produced, and treating the result as if it were a variable cost. This
way, managers may effectively ignore the fixed costs. The terms "direct costs" and
"indirect costs" often replace the variable/fixed terminology for better reflecting the way
allocation of overhead is actually calculated.
Question: 231
Which of the following is a drawback of standard costing?
A. it tends to slightly distort the resulting unit cost.
B. it tends to greatly distort the resulting unit cost.
C. it is costly to implement.
D. it is always not accurate.
E. None of the choices.
Answer: A
Standard costing simplifies the decision process to a great extent. However, it tends to
slightly distort the resulting unit cost. If in the context of a mass- production industry where
only one product line is produced and where fixed costs are low, the distortion could be
minor and tolerable.
Question: 232
Which of the following is basically costing by activities?
A. ABC
B. BAA
C. ACS
D. ADR
111
E. LCC
F. None of the choices.
Answer: A
Simply said, Activity-based costing (ABC) is costing by activities - those activities that are
regularly performed inside an organization. With this approach, accountants assign 100%
of each employees time to the different activities performed at work so that the total cost
spent on each activity can be determined by summing up the percentage of each worker's
salary spent on that activity. Since each product and service is produced and delivered via
the activities performed by the employees at work, different activities can be assigned to
different products using proper allocation methods. With the resulting activity cost data,
one might determine where to focus the operational improvement efforts.
Question: 233
Activity-based costing can help in focusing the operational improvement efforts.
A. True
B. True only with static cost data
C. True only with dynamic cost data
D. False
Answer: A
Simply said, Activity-based costing (ABC) is costing by activities - those activities that are
regularly performed inside an organization. With this approach, accountants assign 100%
of each employees time to the different activities performed at work so that the total cost
spent on each activity can be determined by summing up the percentage of each worker's
salary spent on that activity. Since each product and service is produced and delivered via
the activities performed by the employees at work, different activities can be assigned to
different products using proper allocation methods. With the resulting activity cost data,
one might determine where to focus the operational improvement efforts.
Question: 234
Before performing ABC, what should be defined to document the organization's policies,
practices, methods, measures, costs and their interrelationships at a
particular location at a particular point in time?
112
A. baseline for business process improvement
B. checklist for business process improvement
C. milestones for business process improvement
D. mission statements for business process improvement
E. None of the choices.
Answer: A
Before performing ABC, a baseline for business process improvement should be defined to
document the organization's policies, practices, methods, measures, costs and their
interrelationships at a particular location at a particular point in time. Through this exercise,
activity inputs and outputs across functional lines of business can be identified. One
important function of ABC is the identification of value added activities and non-value
added activities. Value added activities are those for which the customers are usually
willing to pay for the service. Non-value added are activities that create no value in return.
Question: 235
One important function of ABC is the identification of value added activities.
A. True
B. False
Answer: A
Before performing ABC, a baseline for business process improvement should be defined to
document the organization's policies, practices, methods, measures, costs and their
interrelationships at a particular location at a particular point in time. Through this exercise,
activity inputs and outputs across functional lines of business can be identified. One
important function of ABC is the identification of value added activities and non-value
added activities. Value added activities are those for which the customers are usually
willing to pay for the service. Non-value added are activities that create no value in return.
Question: 236
Which of the following refers to the total cost of ownership of a product over its useful life?
A. ABC
B. BAA
113
C. ACS
D. ADR
E. LCC
F. None of the choices.
Answer: E
Life-cycle cost (LCC) refers to the total cost of ownership of a product over its useful life.
This kind of costing method is especially popular for engineering projects where a new
product is being designed, developed, manufactured, and tested for years before formal
production and marketing can take place. Do note that the time period in which each cost
component is realized can differ a lot depending on the nature of the product in question,
meaning products with the same total cost can have totally different cost distribution over
time.
Question: 237
Which of the following is an alternative to cost accounting?
A. Throughput accounting
B. Performance accounting
C. Progress accounting
D. Checkpoints accounting
E. None of the choices.
Answer: A
Throughput accounting is an alternative to cost accounting. It is not based on Standard
Costing or Activity Based Costing. As a matter of fact, it is not costing and it does not
allocate costs to products and services. The concept of throughput accounting begins with
the idea that each organization has a goal and that better decisions increase its chance of
achieving the goal.
Question: 238
The concept of throughput accounting begins with the idea that each organization has a
goal and that better decisions increase its chance of achieving the goal.
A. True
114
B. False
Answer: A
Throughput accounting is an alternative to cost accounting. It is not based on Standard
Costing or Activity Based Costing. As a matter of fact, it is not costing and it does not
allocate costs to products and services. The concept of throughput accounting begins with
the idea that each organization has a goal and that better decisions increase its chance of
achieving the goal.
Question: 239
Which of the following refers to the process in which companies evaluate various aspects
of their business processes in relation to best practice within their own industry?
A. Benchmarking
B. Q-marking Check- marking
C. Check-pointing
D. Auditing
E. None of the choices.
Answer: A
Benchmarking is a process in which companies evaluate various aspects of their business
processes in relation to best practice within their own industry. This allows ones to develop
plans on how to adopt such best practice. Although benchmarking can be a one-off event, it
is often treated as a continuous process.
Question: 240
Which of the following generally refers to the process by which the efforts of all personnel
responsible for an acquisition are coordinated through a comprehensive plan for fulfilling
the acquisition in a timely and effective manner, and to obtain competition to the maximum
extent practicable with due regard to the nature of the supplies or services that are in need?
A. Acquisition planning
B. Research planning
C. Coordination planning
D. Grant Administration Planning
E. None of the choices.
115
Answer: A
"Acquisition planning" generally refers to the process by which the efforts of all personnel
responsible for an acquisition are coordinated through a comprehensive plan for fulfilling
the acquisition in a timely and effective manner, and to obtain competition to the
maximum extent practicable with due regard to the nature of the supplies or services that
are in need. It usually involves the development of the overall strategy for managing the
acquisition, often using knowledge gained from prior acquisitions for further refining
requirements and acquisition strategies.
116
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Internationalization of curriculum helps community colleges meet their goals of diversity, equity, and inclusion. It serves as the perfect vehicle to create a culture of collaborative learning that transcends diversity and prepares students for jobs in an economy that requires knowledge of global issues and the ability to work with people from diverse backgrounds. The professional development tools and resources included in the A Future-Ready Workforce: Preparing Community College Students for the Global Economy program, will assist faculty in your technical programs to internationalize their course and add a global perspective to industry partnerships, including work-based learning.

  • Administrator's Guide – This guide is filled with tools, resources, and inquiry questions to assist you in internationalizing your technical programs. 
  • ACTE Quality CTE Framework – This framework from ACTE helps administrators answer the questions: What is high-quality CTE? How should this term be defined, and can it be used to evaluate programs, determine areas for targeted improvements, and recognize successful elements that should be scaled? The framework is designed to apply to individual, local CTE programs of study spanning secondary and postsecondary education, although it may be adapted to other units of analysis. This voluntary tool can be used for program self-evaluation, program improvement and to encourage secondary-postsec- ondary collaboration.
  • Internationalizing CTE Self-Reflection Tool – The Longview Foundation created a self-reflection tool to assist institutions and CTE programs in their internationalization efforts.This tool gives you an opportunity to consider the level of development in your CTE program internationalization efforts, in these areas: Institutional Commitment; CTE Program Commitment; Program Leadership, Structure, and Staffing; Faculty Policy and Practices; Curriculum, Co-Curriculum, and Learning Outcomes; Collaboration and Partnerships; and Student Field Experiences.
  • Talking Points: This section of the CTE Toolkit provides statistics and key messages you can use to make the case to educators, administrators, parents, students, the business community, and others that global education is critical to preparing students to be career ready.

Examples

  • Ivy Tech: At Ivy Tech Community College in Indiana, faculty members from business, education, humanities, healthcare, life science, and technology have worked to build global perspectives and competencies into courses. Ivy Tech leaders also launched a Global Workforce Skills Certificate specifically aimed at knowledge of the global economy, the global workplace, communicating across borders, and geopolitics. Learn more (see page 11). 
  • Austin Community College: At Austin Community College District in Austin, Texas, global education faculty learning communities allow faculty to incorporate global topics, such as global citizenship and human rights, into their courses. Learn more

Want to learn more? Start by taking the Preparing Community College Students for a Global Economy Introductory Module to learn about global competence for career readiness. Then be sure to watch Module 2: Developing a High-Quality Internationalized CTE Program, a short 15-minute online professional development module that provides an overview of learning needs of today’s diverse community college students, ACTE’s High Quality CTE Framework, and tools to connect global competence to career fields.

Mon, 12 Jul 2021 08:51:00 -0500 en text/html https://asiasociety.org/education/administrator-resources
Records Administration & Compliance

The Records Administration & Compliance team works as a collaborative, caring partner to ensure the efficient delivery of HR services in meeting the needs of those we serve. We are committed to demonstrating integrity and a positive forward-looking approach with the services we offer. Our mission is to:

  • Ensure compliance with federal & state regulations and university policy & procedures
  • Provide stewardship, governance and compliance as it relates to HR data
  • Provide value-added services and support to stakeholders, end users, HR partners and internal HR departments

Records Administration & Compliance Staff

Rahul Thadani

Executive Director, Human Resources
Directs Records Administration & Compliance department operations

LaShonda McNair

Manager, HR Compliance
Manages Records Administration & Compliance department operations

Tywana Cannaday

Leave of Absence Coordinator
Leaves of absence, ACT documents, sick time donations

Donaresa Craig

Leave of Absence Coordinator
Leaves of absence, ACT documents, sick time donations

Majida Ilaiyan

HR Records & Compliance Specialist II
ACT documents for organizations beginning with 31-39

Angela Wilson

HR Records & Compliance Specialist II
ACT documents for organizations beginning with 69-70 (Hospital & LLC org)

Leslie Morris

HR Records & Compliance Specialist III
ACT documents for organizations beginning with 69-70 (Hospital & LLC org)

Geneva Thompson

HR Records & Compliance Specialist III
I-9, E-Verify, ACT documents for faculty, volunteers and Oracle access only

Sarita Gupta

HR Records & Compliance Specialist II
ACT documents for organizations beginning with 69-70 (Hospital & LLC org)

Sharon Keener

HR Records & Compliance Specialist II
ACT documents for organizations beginning with 0-29, 41-51

Kari Cotney

HR Records & Compliance Specialist II
I-9, E-Verify

Gail Averett

HR Training and Operations Analyst II
eLAS, I-9, E-Verify, HR OnBase

Megan Burrell

HR Records & Compliance Specialist I
Personnel Records Management
Thu, 02 Apr 2015 15:01:00 -0500 en-US text/html https://www.uab.edu/humanresources/home/records-administration/contact
Business Administration Vs. Human Resources

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Resources and Forms No result found, try new keyword!Faculty should use the McCormick Proposal Intake Form to notify their research administrator about an upcoming proposal submission. Upon submitting the form, a research administrator will send an ... Wed, 13 May 2020 00:56:00 -0500 en text/html https://www.mccormick.northwestern.edu/research-administration/resources-forms/ Budget Administration Resources

Budget Administration Resources

The University offers several online tools to help you better understand and manage your department's budget.

Web*Financials

The Web*Financials suite helps you track all aspects of your department’s finances. Comprised of several smaller tools, including Web*Finance, Web*Salary, Web*Budget, and Web*Merit, the Web*Financials suite allows you to monitor and manage your budgets, salaries, and merit increases online.

We offer in-person training sessions for Web*Finance and Web*Salary, the two primary sections of the Web*Financials suite. To learn more about the two sessions or to register, please visit our Online System Training for Managers page.

We also have an online guide for using Web*Salary, a tool that allows you to manage and track your department's salaries, and an online guide for using Web*Merit, a tool for managing merit-based salary increases.

Drexel Careers (PageUp)

Drexel Careers, powered by PageUp, helps managers and members of Human Resources easily collaborate on the search and hiring process for new benefits-eligible professional staff and faculty positions. Please review this Drexel Careers Resources webpage for more information. You can also contact your Human Resources Business Partner with any questions.

Organizational Charts

The Org chart software allows you to view and search the University's org charts, including information on chains-of-command, employee contact information, and if you have access to Web*Salary, employee salary information. For more information about using the organizational chart software, read the User Guide [PDF].

Thu, 23 Dec 2021 02:28:00 -0600 en text/html https://drexel.edu/hr/management/budget/
Personal Leave of Absence

PURPOSE

This policy provides the process for requesting a Personal Leave of Absence not covered by another policy.

APPLICABILITY

This policy applies to all benefit eligible Professional Staff Members, excluding any Professional Staff Member who is affiliated with a collective bargaining unit, provided that the Professional Staff Member is (1) is in good standing (e.g., not on a Performance Improvement Plan); (2) has stated unequivocally that the Personal Leave of Absence has not been requested for the purpose of seeking or obtaining employment outside the University; and (3) has stated unequivocally that the Personal Leave of Absence has not been requested for the purpose of working for another employer or pursuing an independent business venture during such leave.

IMPLEMENTATION

Implementation of this policy is the responsibility of the Department of Human Resources in conjunction with the Designated Third-Party Administrator.

ADMINISTRATIVE OVERSIGHT

The Executive Vice President, Treasurer and Chief Operating Officer is the Drexel University official responsible for the administration of this policy.

POLICY

Professional Staff Members may request a Personal Leave of Absence for up to ninety (90) calendar days in a twelve-month period. The length of the leave, and Drexel's ability to grant it, will depend upon the department's or college's ability to make personnel adjustments that will ensure its continuous and satisfactory functioning during the Professional Staff Member's absence. Approval of a Personal Leave of Absence is discretionary, and such a request must be approved by the Professional Staff Member's immediate supervisor and Department Head in consultation with the HR Business Partner.

DEFINITIONS

Department Head is defined as the highest ranking administrator in a department or college/school of the University (e.g., Vice President, Dean or Department Chair).

Occurrence is defined as (1) a period of absence, which may consist of one day or a series of consecutive days; and (2) an incident of lateness.

Professional Staff Member is defined as an individual employed in any non-faculty category by Drexel University, including an individual who is deemed to be either exempt or non-exempt under the provisions of the Fair Labor Standards Act (FLSA) and/or applicable state law.

PROCEDURES

  1. Leave Request
    1. To request a Personal Leave of Absence, the Professional Staff Member must complete the Personal Leave of Absence Request Form and submit the request, along with supporting documentation, to the Designated Third-Party Administrator. A request for Personal Leave of Absence must be made at least thirty (30) calendar days before commencement of the leave, if foreseeable. If the need for a Personal Leave of Absence cannot be reasonably foreseen within thirty (30) calendar days, the Professional Staff Member must give as much advance notice as possible.
    2. The immediate supervisor is required to consult with their HR Business Partner to discuss the request for Personal Leave of Absence prior to determining whether the request should be approved or denied.
    3. Any changes to the Personal Leave of Absence must be approved by the immediate supervisor, department head and HR Business Partner and reported to the Designated Third-Party Administrator..
    4. A Professional Staff Member is expected to be available for work by the end of their approved Personal Leave of Absence. Failure to return to work as agreed, may be considered job abandonment and may constitute grounds for termination. A Professional Staff Member on a Personal Leave of Absence will be terminated if they accept other employment, pursues an independent business venture, or works for another employer during such leave.
    5. If a request for Personal Leave of Absence is not approved by the immediate supervisor, the Professional Staff Member may appeal directly to the Department Head. If the request for Personal leave of Absence is not approved by the Department Head, the Professional Staff Member may appeal to the most senior level department or college administrator for review and decision. The senior administrator's decision is final and a decision must be rendered within five (5) business days of the requested appeal.
  2. Position Status
  3. If a request for Personal Leave of Absence is granted, the department or college agrees to hold the Professional Staff Member's position open for the approved leave period up to ninety (90) calendar days. If the Professional Staff Member has not returned to work from a Personal Leave of Absence after ninety (90) calendar days, it may be considered voluntary termination of employment. At that point, the department may post the position, or take any other action regarding the position as deemed necessary. If the position has been posted but not yet filled, the former Professional Staff Member may reapply. In any event, a Professional Staff Member on an approved Personal Leave of Absence has no greater right to conditions of employment than if the Professional Staff Member had been continuously in the workplace. For example, the position of the Professional Staff Member on approved Personal Leave of Absence may be subject to discontinuation in accordance with Drexel's business decision to eliminate the position.

  4. Compensation and Benefits for Professional Staff Members
    1. A Professional Staff Member will be required to utilize all available paid Vacation Leave from the beginning of a Personal Leave of Absence. Should a Professional Staff Member exhaust all of their Vacation Leave, the remainder of the Personal Leave of Absence, if any, will be unpaid.
    2. During the period that a Professional Staff Member is receiving paid Vacation Leave, they are considered to be in an "active pay status." If a Professional Staff Member is on a Personal Leave of Absence without pay, they are considered to be in an "inactive pay status “and will not accrue Sick Leave or Vacation Leave.
  5. Benefits During Leave
    1. During Personal Leave of Absence, Drexel will maintain the Professional Staff Member's health insurance with the same conditions that coverage would have been provided if the Professional Staff Member had been continuously employed during the entire leave period. Drexel and the Professional Staff Member will each continue to pay their portion of the benefit costs.
    2. If the Professional Staff Member goes into an inactive pay status by exhausting available Vacation Leave, Drexel will recover the unpaid premiums from the employee when they are reinstated into active pay status.
    3. Drexel may recover unpaid premiums from the Professional Staff Member who fails to return to work from Personal Leave of Absence.
    4. University-paid life insurance, and personal accident insurance, accidental death and dismemberment, and long- term disability insurance will continue in effect for the duration of Personal Leave of Absence.
    5. A Professional Staff Member who was participating in the Flexible Spending Accounts may continue to participate in accordance with policy provisions. No contributions can be made while the Professional Staff Member is on any unpaid part of Personal Leave of Absence. Drexel will recover the outstanding contributions from the employee when they are reinstated into active pay status.
    6. Retirement plan contributions will continue during the Personal Leave of Absence in accordance with the provisions specified in the respective retirement plan documents.
  6. Return from Leave
    1. Professional Staff Members are required to notify their immediate supervisor of their anticipated return date. Professional Staff Members who are unable to return to work at the end of the leave should notify their immediate supervisor and the Designated Third-Party Administrator as soon as possible.

AT-WILL EMPLOYMENT NOT AFFECTED
Notwithstanding anything to the contrary stated in this policy, nothing herein is intended to alter the at-will status of any Professional Staff Member. Drexel University at all times retains the right to terminate any Professional Staff Member at any time for any lawful reason, or for no reason at all.

Wed, 22 Nov 2017 17:48:00 -0600 en text/html https://drexel.edu/hr/resources/policies/dupolicies/hr39/
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Mon, 28 Aug 2023 02:15:00 -0500 text/html https://www.moreheadstate.edu/about-msu/leadership/administration/human-resources/
MBA in Human Resources Online

Register By: February 24 Classes Start: February 26

The MBA That Fits Your Life

  • Just over $19K total tuition
  • Earn credentials along the way
  • Program accredited by ACBSP
  • Aligns with SHRM BoCK key competencies1
  • Complete in about 1 year
  • No GRE/GMAT required

MBA in HR Online Program Overview

A human resources concentration built into an MBA? That's the type of degree that can fit well into your career-advancement goals.

The Master of Business Administration (MBA) in Human Resources at Southern New Hampshire University prepares you to take on this increasingly important role. And because it’s an MBA, its approach to the HR discipline is to enhance your business acumen first and foremost, along with your ability to drive change.

The program lays a foundation in standard business administration topics, weaving topics like leadership, marketing, finance and operations throughout your coursework. You'll dive into them in different ways. For example, you won't just learn about leadership, you'll learn how to lead people, organizations and organizational change.

The comprehensive nature of this program makes it a great option for anyone interested in honing their business skill sets, strengthening marketability and increasing career opportunities – whether you're a recent undergraduate, a well-established professional or somewhere in between.

With only 30 credits required to graduate for just over $19k, the new MBA program also allows you to move through your core coursework faster and for less, even giving you the ability to finish in about a year should you choose to take part full time.

However, despite the accelerated timeline, you can still anticipate the same level of rigor and complexity that you would find in a traditional MBA, allowing you to get the most out of your program in the least amount of time.

"Everything is business as you progress up the ranks of leadership,” said Kate Noor, an MBA academic advisor at SNHU. 

As with all of our HR programs, the MBA in Human Resources aligns with SHRM’s guiding principle – that human resource professionals must be prepared to play a key role in the success of today's agile companies. SHRM is considered the industry standard in HR credentialing.

The coursework was designed to include competencies found in the SHRM Book of Competency and Knowledge (SHRM BoCK™), which forms the basis for SHRM-issued HR credentialing opportunities. The SHRM BoCK covers the 8 behavioral competencies and HR knowledge human resources professionals need to do their best work.1

Melanie Rowe ’18G says her MBA in HR prepared her on many levels.

“The classes at SNHU have taught me a lot about change management, people management, group dynamics, company culture and leadership,” she said. “I’ve used this knowledge in my relationship management and to position myself as an informal leader, which makes it easier for me to recommend and implement change.”

What You'll Learn

  • The complexities of HR management
  • Data analysis and interpretation
  • Adaptable strategies for an organization
  • The cultivation of culturally aware and responsive teams
  • Plans around culture, ethical and legal standards, and sustainable practices

How You'll Learn

At SNHU, you'll get support from day 1 to graduation and beyond. And with no set class times, 24/7 access to the online classroom and helpful learning resources along the way, you'll have everything you need to reach your goals.

Career Outlook

The HR role will continue to evolve as companies in every industry adjust to the long-term effects of events like the COVID-19 pandemic.

But whether the workforce expands or contracts as organizations retool, there could always be demand for strong human resource leadership.

Results from the 2021 Graduate Management Admission Council (GMAC) Demand for Graduate Management Talent Survey show that businesses are seeking qualified MBA degree holders to assist with organizational restructuring fueled by the pandemic. And according to the 2021 GMAC Enrolled Student Survey, almost 8 in 10 enrolled students who responded agree that a graduate business education is a worthwhile investment, even in times of economic uncertainty.2

Likewise, most survey respondents feel confident in their employability in the face of the many challenges imposed by the global pandemic.2

This speaks to the value that earning your MBA in Human Resources can add to your resume, despite the ever-changing landscape. It's one of the most respected and versatile degrees in business, and it can help qualify you for a number of roles at the management level or above by furnishing you with both the strategic and soft skills needed to succeed in times of uncertainty.

Some of the top needed skills from MBA degree holders include leadership, strategy and innovation, decision making, and strategic and systems skills, according to GMAC.2 All of these skills are woven into SNHU's MBA in HR, plus embedded industry-aligned credentials are offered in many of these key areas.

Deborah Gogliettino with text Deborah GogliettinoDeborah Gogliettino, SNHU’s associate dean for human resources, explains it further.

“HR professionals need to understand business and think business first,” she said. “They also need to recognize that almost everything they need to do is to be done through other people – line managers, employees and their colleagues. Hence, they need to be able to build effective influencing and relationship skills.”

Earning your MBA in Human Resources can prepare you to pursue a variety of positions, including:

  • Human resources manager
  • Human resources director
  • Human resources consultant
  • Compensation and benefits manager
  • Training and development manager
  • Operations management

The outlook is good for these roles. According to the 2021 GMAC Demand for Graduate Management Talent Survey, demand for graduate management talent is returning to pre-pandemic levels.2 So whether you’re entering the HR field or looking to step up into management with your current employer, the MBA in HR can take you in a number of directions. 

You’ll find your MBA HR degree opens doors in managerial and executive positions across a diverse range of industries. According to the BLS,3 those industries include:

  • Educational services – state, local and private
  • Finance and insurance
  • Government
  • Healthcare and social assistance
  • Management of companies and enterprises
  • Manufacturing
  • Professional, scientific and technical services

Results from the 2021 GMAC Demand for Graduate Management Talent Survey also show that growth in the technology sector specifically has fueled the hiring of business school graduates.2

The beauty of an MBA in Human Resources is its versatility to cut across industries and areas of interest.

“A student’s decision to be in one industry or another has to do with their passions,” said Gogliettino. “I like mission-driven organizations. I like the multi-layers of complex issues you get in healthcare. But a student who’s adept at HR can work in any industry.”

If the C-suite is in your sights, an MBA in HR can help you get there faster. While every business values people management skills, many employers place greater emphasis on the ability to manage programs that affect their entire workforce. And, according to the BLS, employers generally compensate better for these skill sets.2

However, no matter which direction or industry you choose, MBA degree holders command some of the highest average starting salaries according to GMAC, with a median starting salary of $115,000.2 So not only is the program designed to equip you with the necessary skills to excel in business and HR, getting your MBA in HR degree could lead to higher earning potential.

Job Growth and Salary

The MBA in HR could put you on a growing, lucrative path.

Job Growth

The outlook looks good for roles through 20323:

  • Human resources managers: 5% job growth
  • Training and development managers: 6% job growth

Salary

And the 2022 median salaries for jobs were much higher than the pay of all workers combined3:

  • Human resource managers: $130,000
  • Training and development managers: $120,000

Understanding the Numbers
When reviewing job growth and salary information, it’s important to remember that actual numbers can vary due to many different factors — like years of experience in the role, industry of employment, geographic location, worker skill and economic conditions. Cited projections do not guarantee actual salary or job growth.

Where Could You Work?

Some of the largest employers of HR managers are:

Professional, Scientific and Technical Services

Provide a number of services, such as payroll, consulting, training and acquisition, among other roles.

Corporations and Enterprises

Serve in an HR leadership position that gives you the opportunity to make decisions that can move organizations forward.

Manufacturing

Manage HR functions in an industry that you're passionate about, like computers, furniture, textiles, food and more.

Healthcare

Become an HR leader in a fast-growing field, making employee-focused, data-driven decisions aimed at improving patient outcomes.

Start Your Journey Towards an Online Human Resources Degree

Why SNHU for Your MBA in Human Resources Online

Admission Requirements

How to Apply

Melanie Rowe

What SNHU Graduates are Saying

Melanie Rowe ’18G

“As a director, it’s important to have a good business foundation in addition to expertise in your field. SNHU’s MBA program allows me to take the core business classes I need to be a director in addition to the HR classes I would take if I was just pursuing a master’s degree in HR.”

Courses & Curriculum

The business world needs well-educated human resource professionals more than ever.

SNHU's MBA in Human Resources online was designed to expand your expertise on a wide range of human resource management topics. Like all of our online MBA programs, it explores today’s most relevant themes, including ethics and corporate social responsibility, leadership, strategy, management, technology and innovation. And because it’s an online program, it allows you to build relationships with a diverse group of students while enhancing the “soft skills” that are so essential to success in business.

Kate Noor with text Kate Noor“An MBA is great for those in a ‘traditional’ business setting, but every industry has room for an MBA in some capacity. What you learn is beyond just crunching numbers," said SNHU academic advisor Kate Noor.

The MBA in HR consists of 7 core MBA courses and 3 human resource courses. Depending on your academic background, you may need to supplement the core courses with business foundation coursework. However, those with a bachelor’s in business administration, human resources or a related area may be able to waive one or more foundations – and jump into the core more quickly. 

The MBA in HR program follows the same structure as our other MBA programs, allowing you to:

  • Earn credentials embedded throughout the program. Not only gain a master's degree, but build up your resume along the way with industry-recognized certifications in tools like Power BI, MS Excel and Tableau – plus, enhancement of soft skills like human intelligence and strategy implementation.
  • Take part in scenario-based learning. Using both disciplinary and interdisciplinary knowledge, as well as creative thinking and problem-solving skills, you'll participate in interactive scenarios that provide you with real-world experience, while receiving guidance from professors with real-world expertise.
  • Participate in a flex learning pathway. You'll get more fluidity in assignment due dates. Some even span across multiple modules with related themes, allowing you to draw relationships between business principles.
  • Learn through multimedia exposure. Strengthen your understanding of complex topics with animations, video communication tools and videos featuring industry leaders sharing business insights.
  • Access timely resources. Take advantage of hand-selected, relevant resource material from leading professional organizations and publications.

The MBA human resource management concentration stresses the strategic nature of the HR role. You’ll learn how the HR system helps drive the overall organizational mission and see its impact from both a human resource and business perspective. Broad themes include:

  • Strategic decision-making
  • Market-driven connectivity
  • Human resources technology
  • Recruitment and hiring
  • Compensation and benefits

The human resource courses that make up SNHU’s concentration align with the guiding principles of the Society for Human Resource Management (SHRM), the industry standard in HR credentialing. Coursework emphasizes competencies in the SHRM Book of Competency and Knowledge (SHRM BoCK™), which forms the basis for SHRM credentials.1

As you progress through the MBA in HR program, you may take these 3 concentration courses:

  • Strategic Human Resource Management: Examine key regulatory procedures and human resource requirements as they apply to organizations. Analyze the strategic role of the HR manager in recruitment, hiring, training, career development and other functions within the organizational setting.
  • Total Rewards: Examine the impact of compensation and benefits within the organizational structure to design a compensation and benefits program. Topics include job analysis, surveys, wage scales, incentives, benefits, human resource information systems (HRIS) and pay delivery administration.
  • Leading Change: Discover the various techniques and strategies used to effect systematic change and transform organizations. Coursework integrates Kotter's processes for leading change, organizational development and transformation theory and practice, emphasizing the use of teams as a key change factor.

As you complete your MBA in Human Resources concentration courses, you’ll learn to lead and operate within cross-functional teams by effectively navigating the complexities of HR management.

“HR is complex, because it has a lot of different variables to it,” said Deborah Gogliettino, SNHU’s associate dean for human resources. “It’s not something you can wing. You have to know the business plus employment laws, federal and state. You answer questions every day in your work.”

Melanie Rowe '18G works for a nonprofit and believes “it’s important to have a good business foundation in addition to expertise in your field.” She most enjoys working in compliance, because she likes “being involved in the action."

“Compliance lets me get involved in every department in the organization,” she said. “I get to learn how everything functions, help fix things that aren’t working and ensure that our process and programs are supporting the organization’s sustainability.”

SNHU also offers a graduate certificate in human resource management, which MBA in HR students can take as a standalone or fold into their program with minimal additional courses. Taking advantage of this opportunity lets you walk away with not one but two in-demand credentials. Together, these two credentials provide robust competency in multiple areas of business as well as HR – an ideal way to increase your knowledge, skills and marketability.

Don't have a business background? No problem. Our MBA is accessible to everyone. Interested students must have a conferred undergraduate degree for acceptance, but it can be in any field. Those without an undergraduate degree in business or a related field may be asked to complete up to 2 foundation courses to get started. These foundations cover essential business skill sets and can be used to satisfy elective requirements for the general-track MBA. With foundations, the maximum length of your online MBA would be 36 credits.

Attend full time or part time. Students in the MBA have the option to enroll full time (at 2 classes per term) or part time (with 1 class per term). Full-time students should be able to complete the program in about 1 year, while part-time students could finish in about 2 years. Our students are busy, often juggling jobs, family and other obligations, so you may want to work with your academic advisor to identify the course plan that works for you. The good news is, you can switch from full time to part time and back again as often as you want.

Minimum Hardware Requirements

Master of Business Administration (MBA) Technical Requirements

University Accreditation

New England Commission of Higher Education Southern New Hampshire University is a private, nonprofit institution accredited by the New England Commission of Higher Education (NECHE) as well as several other accrediting bodies.

Tuition & Fees

Tuition rates for SNHU's online degree programs are among the lowest in the nation. We offer a 25% tuition discount for U.S. service members, both full and part time, and the spouses of those on active duty.

Online Graduate Programs Per Course Per Credit Hour Annual Cost for 15 credits 
Degree/Certificates $1,911 $637 $9,555 
Degree/Certificates
(U.S. service members, both full and part time, and the spouses of those on active duty)*
$1,410 $470 $7,050 

Tuition rates are subject to change and are reviewed annually.
*Note: students receiving this rate are not eligible for additional discounts.

Additional Costs:
Course Materials ($ varies by course). Foundational courses may be required based on your undergraduate course history, which may result in additional cost.

Frequently Asked Questions

What can you do with an MBA in Human Resources?

Where can I get a master's in human resources?

Is HR a good career choice?

Which is better, an MBA or MHRM?

How much does a master's in HR cost?

Marketing Instructor Lori Flowers: A Faculty Q&A

Lori Flowers brings more than 20 years of experience in marketing and promotions in the radio industry to the online classroom as an adjunct instructor in SNHU's communications program. Recently she answered questions about her career, the importance of education and more.

What is a Business Consultant?

In today’s globally interconnected economy, organizations are constantly looking for ways to become more efficient and more profitable. Business consultants are relied upon by companies and corporations of all shapes and sizes to create strategies designed to help those organizations succeed.

SNHU Spotlight: Tatiana Toledo, BS in Sports Management Grad

Tatiana Toledo '21 was a competitive basketball player for 12 years before she was sidelined due to injury. But even what her plans changed, her passion for athletics never subsided. That's why she decided to earn a bachelor's degree in sports management from SNHU.

References

Sources & Citations (1, 2, 3)

Tue, 26 Dec 2023 10:00:00 -0600 en text/html https://www.snhu.edu/online-degrees/masters/mba-online/mba-in-human-resources
Salary Administration Guidelines

Following are recommended guidelines (policies and procedures) for handling on-going compensation issues as an employee of Saint Louis University.

Salary Structure

Human Resources is responsible for establishing and maintaining the University's salary structure(s). A salary structure consists of a number of grades intended to reflect typical industry pay levels related to each job. Each pay grade is constructed with a minimum and maximum dollar amount. The minimum and maximum represent the lowest and highest salary that may be paid for a job assigned to that pay grade. The spread between the minimum and maximum is referred to as the range. The dollar range associated with each pay grade is designed to:

  • Allow recognition of variations in performance and experience among employees doing work that demands comparable levels of skills and responsibilities; and
  • Be competitive with salaries paid in the market for comparable skills and responsibilities.

Human Resources will annually review the salary structures to ensure a competitive posture within our various labor markets and will adjust the structure by the appropriate labor market rates using third party published survey data. Each job is assigned to a pay grade based on a comparison of the job in relation to similar jobs in the relevant industry and geographic market and an evaluation of duties and responsibilities of the job relative to other jobs.

Senior management determines how the pay ranges are positioned relative to the labor market. The overall compensation strategy will determine whether the pay ranges are above, below or equal to the labor market. This strategy is reviewed periodically and may change from time to time to meet changing business needs.

Any changes made to the salary structure(s) are independent of individual salary adjustments granted to employees.

Employees below the pay range minimum

If as a result of a pay range adjustment, an employee falls below the minimum of the pay range assigned to their job, the employee's salary will be adjusted to the new minimum of the pay range consistent with the University's Staff Performance Management policy and practices.

Employees above the pay range maximum

In cases where an employee's current salary or proposed adjusted salary will exceed the maximum of the pay range, the employee may receive a lump sum merit increase to be paid separately and not added to their base salary, until the employee's base salary is recaptured within the salary structure from future salary structure movement.

Job Descriptions/Job Documentation

To assure accurate and valid evaluation of all jobs, it is the responsibility of each department director/manager to regularly review and maintain current job descriptions for all separate and distinct jobs within their department. It is recommended that during the performance review each year that the job description be reviewed to ensure accurate essential responsibilities. Human Resources will provide such assistance as may be requested. Job descriptions provide the organization with important job documentation, such as:

  • General description of work
  • Essential job functions (examples of typical tasks)
  • Minimum qualifications
  • Education and experience
  • Knowledge, skills and abilities
  • Licenses, certifications or registrations
  • Essential physical skills
  • Environmental conditions

Job descriptions also play an important role in compensation administration, as well as other personnel management functions. They are used to:

  • Ensure employees are assigned to appropriate jobs; 
  • Facilitate job-content evaluation;
  • Facilitate salary survey exchanges;
  • Explain and, when necessary, defend certain pay-program decisions to employees and outsiders;
  • Assist in recruiting efforts;
  • Establish performance standards;
  • Facilitate organizational design; and
  • Assist in establishing career paths (succession planning) and promotional ladders.

Human Resources is responsible for reviewing new jobs, confirming job titles, reviewing changes in existing job classifications that may impact the grade assignment, and approving pay grades and ranges.

Job documentation is the process of collecting and reporting pertinent information about the nature of a specific job that is used to make compensation decisions. The following job documentation must be submitted with each job evaluation/re-classification request:

  • Completed analysis questionnaire/job description;
  • Revised organizational chart for your department or business unit; and
  • Job justification documentation regarding why the position is new or amended.

Job Evaluation

Job evaluation is a systematic process for determining the worth of a job within an organization relative to all other jobs in the organization. The basic purpose of evaluating jobs is to establish a system of relationships between jobs that recognizes their similarities, differences, and organizational contributions as well as its market value. It provides, as a result, an objective basis for attaching pay ranges to jobs.

Both new and existing jobs will be evaluated using the documentation outlined above. An existing job may be re-classified to a higher or lower pay grade based on expanded or reduced duties and responsibilities. In most instances, the employee should complete the job description questionnaire; the supervisor should review it for completeness and accuracy; the department director should approve it and then forwarded it to Human Resources.

There will be a one year moratorium on changes to existing jobs after the completion of the salary study, except in the event of a "reorganization" that will be subject to review and approval by the unit vice president, the vice president of Human Resources, the chief financial officer and the president.

After this moratorium, reclassifications will occur one time per year. All reclassifications requests should be made on or before January 1 of each year to be effective July 1.

Human Resources will use the following definitions to determine the type of re-classification request.

Newly created jobs

These positions are newly created jobs that do not currently exist in any other unit, are new to the unit or new to the budget, have at least 60% of time spent performing the jobs' essential responsibilities (as identified in the current job descriptions), are not presently found in the descriptions of other jobs within the University, unit, budget, and are not the result of changes in existing jobs.

Changes in existing jobs

Reclassification is defined as a job where at least 60% of time spent performing the jobs' essential responsibilities, as identified in the current job description have changed and may warrant a new job title and a new job description. This can include movement of a job to a higher, lower or same salary grade and are typically within the same job family. Funding for salary adjustments as a result of a reclassification will be provided by the department/division requesting the reclassification.

Amended job is defined as a job in which at least 60% of the jobs' essential responsibilities, as identified in their job description, have not changedbut a title change may be required to better fit what they are doing in their job. This may also require an update to the job description.

The classification of existing positions can be changed when it is determined that the position is incorrectly classified. The supervisor must have facts that support the requested change.

Human Resources will then:

  • Determine whether the job is exempt or non-exempt;
  • Conduct a salary survey data analysis as appropriate (external market pricing);
  • Conduct an internal equity comparison, using the existing salary grade assignments as anchor points; 
  • Determine the appropriate pay grade and range for the job; and
  • Submit to senior management for review and approval.
  • The University uses both external equity and internal equity to slot jobs into pay grades which is important in maintaining a competitive compensation strategy.

External Equity (Market Pricing)

Market pricing is the process of attaching monetary rates to jobs so that the system of internal equity established through job evaluation acquires the added dimension of external equity. It is through market pricing that the internal values of jobs to an organization are aligned with external rates of pay the labor market indicates to be appropriate for those jobs. Market pricing preserves competitiveness with other organizations, reflects economic supply and demand factors affecting specific jobs, and recognizes differences in the various mixes of occupations. Together, internal equity and external competitiveness (market pricing) factors bring balance to compensation decisions.

It is important to remember that the process of market pricing is an analysis of the duties and responsibilities of a job and not an analysis of an employee's level of performance or of a candidate's background or experience.

Internal Equity

Internal equity refers to the worth of a job within an organization relative to all other jobs in the organization. Internal job evaluation is the methodology utilized to establish internal equity. Job evaluation expresses the organization's culture and values, allocates compensation funds according to expected contribution to the organization and assists with the valuing of non-benchmarked jobs. Internal equity factors such as knowledge, judgment, autonomy, complexity etc., are used to determine the appropriate internal hierarchy of jobs within the University.

Starting Rates (New Hires)

Determination of starting pay for a new hire is based on several factors:

  • Salaries offered to new employees must be within the applicable pay range. 
  • The candidate's qualifications and work experience relative to the job requirements.
  • Current pay levels of incumbents in the same or similar jobs within the organization.

New Hire Salary Guidelines

The normal hiring range for new employees is between the minimum and the first quartile of the pay range. New hires that meet the requirements for the job, but possess less than one year of relevant experience for the job will normally be hired at or near the minimum of the pay range.

Hiring within the normal hiring range will provide the greatest future incentive for salary increases based on achievement. It also assures salary expense control in the absence of demonstrated performance.

There may be occasions when a candidate's qualifications and relevant work experience warrant a starting salary that is greater than the first quartile of the pay range. Relevant experience is defined as those skills and attributes as identified in the job specification and uniformly recognized in the external market.

All requests for hiring rates above the normal hiring range must be submitted to Human Resources for review and approval with concurrence from Senior Management before an employment offer is made.

For individuals hired between January and July, each vice president has the discretion to allow an adjustment to salary at such time they deem appropriate. Funding for salary adjustments will be provided by the department/division requesting the adjustment.

Promotions

A promotion is the advancement of an employee from his or her current job to another open job with greater responsibilities in a higher pay grade. The promotion is based on documented, demonstrable increase in the scope of work. And may or may not have a 60% change in responsibilities depending on the "importance level" of the changes. The granting of a different title alone, without a change in pay grade, is not considered a promotion.

A reclassification promotion may occur when an incumbent in a job family increases responsibility, autonomy, judgment or decision making and is promoted via the reclassification process. Promotions may include an increase in responsibilities, a change within the job family, a change from non supervisory to supervisory or a change from non exempt to exempt due to increased level of decision making or responsibility for policy for the organization.

Salary Adjustments

An employee who receives a promotion to a higher salary grade (either by taking on a new job or the employee's current job is reclassified to a higher salary grade) should receive a salary increase at the time the promotion becomes effective, to at least the minimum of their new pay range.

Promotional increases are limited to a 5-10% increase in base salary, or to the minimum of their new pay range, whichever is greater. Increases will be capped at the pay grade maximum and are subject to review and approval by management, department budget and Human Resources. Promotional salary increases will be granted at the time of the promotion.

Demotions

Demotions are defined as reductions in job duties and responsibilities that result in a salary grade reduction. Demotion decreases are limited to a 5-10% decrease in base salary or to the maximum of their new pay range, whichever is greater and are subject to review and approval by management, department budget and Human Resources.

Lateral Transfers

If or when an employee is either recruited to or assigned another job within the same salary grade with essentially the same job responsibility level, the employee will remain at their current salary level and salary grade to which they are currently assigned. Salary adjustment requests for lateral transfers, based on internal and/or external equity or a significant change in job status are limited to a 5% increase in base salary and are subject to review by management, department budget and Human Resources.

Fri, 30 Nov 2018 07:39:00 -0600 en text/html https://www.slu.edu/human-resources/performance-and-pay/compensation/salary-administration-guidelines.php
Records Administration & Compliance

Records Administration & Compliance provides support to UAB and UAB Hospital departmental representatives in the processing of personnel actions via the UAB Administrative System and the ACT Document form. The Records Administration & Compliance department also maintains all documentation related to personnel actions throughout an individual’s employment with UAB. Follow the links below to learn more about records services at UAB.

Sun, 16 Aug 2020 02:13:00 -0500 en-US text/html https://www.uab.edu/humanresources/home/records-administration




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