Glossary and Definitions Assignment | Buy assignments online

Section I 

A. APA Title Page with group #, each group member’s name, and industry.

B. Introduction and description of the organization.

C. Job summaries & descriptions for 4–5 benchmark jobs.

D. Minimum/average/maximum wages.

Section II

E. Benefits (Must include all benefits that may be provided in this industry. However, since industries will vary in relation to available benefits, students should choose a minimum of three benefits noted by the industry and discuss those benefits in greater detail.)

Section III

F. Glossary (The glossary must include technical terms, special names and/or abbreviations used throughout the project that a lay reader would not understand without the context of a definition.)

Section IV

G. Instructions, timeline, cost, confidentiality statement, and signature page

Section V

H. Overall Wage Survey: Formatting must include an APA title page and be free of grammar, spelling and/or punctuation issues.

Here are (5) Benchmark jobs for Healthcare.  In an effort narrow the focus, maybe we should stick with Long-term care (Skilled Nursing Homes).  I would be glad to work on Section 1 Part D.

21-1022 Healthcare Social Worker

31-1014 Nursing Assistant

29-2061 Licensed Practical Nurse

29-1141 Registered Nurse

11-9111 Nursing Director (Medical & Health Services Manager)

1 Abstract

This paper discusses a number of positions that are available in the healthcare industry.  Part of this discussion will detail the various jobs, the skills required to obtain one of these positions and the various salary ranges for each position.  The positions that I plan to discuss are social worker, nursing assistant, licensed practical nurse, registered nurse and nursing director.  The information that will be provided will include the job summaries and the job descriptions for the five positions listed.  The level of each position varies depending on the level of knowledge and education required to work in this field.  Another form of information included in this document is a description of the benefits available while working in this industry.  An important question everyone asks is how much does this job pay?  A wage matrix will be provided to distinguish the type of pay available for each position. Matthew 4:23 says “And Jesus went about all Galilee, teaching in their synagogues, and preaching the gospel of the kingdom, and healing all manner of sickness and all manner of disease among the people.”Luke 9:6 “And they departed, and went through the towns, preaching the gospel, and healing everywhere.” Healing is not just about our physical being, but our spiritual being too.  Thankfully we have people in the healthcare field who have a heart for sick people and want to help with the healing process.  But most important our Heavenly Father is in the healing business.  Many of us have heard about people being diagnosed with an illness with little time to live, and then God steps in and takes care of the healing.  This is a miracle that no healthcare provider can explain, but just believe. I’m thankful for my Heavenly Father and that His love is unconditional.

Health Industry

In the healthcare industry there are many jobs required to fulfill the needs for patients who are sick with a variety of illness.  One important job in the healthcare industry is a Social Worker.

Social Worker

A social worker “provide individuals, families, and groups with the psychosocial support needed to cope with chronic, acute, or terminal illnesses. Services include advising family care givers, providing patient education and counseling, and making referrals for other services. May also provide care and case management or interventions designed to promote health, prevent disease, and address barriers to access to healthcare” (bls.gov., 2018).

Additional work that a social worker is known for they “investigate child abuse or neglect cases and take authorized protective action when necessary. Counsel clients and patients in individual and group sessions to help them overcome dependencies, recover from illness, and adjust to life” (O*Net, 2019).

Nursing Assistant

A nursing assistant “provides basic patient care under direction of nursing staff. They perform duties such as feed, bathe, dress, groom, or move patients, or change linens. They may transfer or transport patients which includes nursing care attendants, nursing aides, and nursing attendants” (2018).  “Review patients’ dietary restrictions, food allergies, and preferences to ensure patient receives appropriate diet. Measure and record food and liquid intake or urinary and fecal output, reporting changes to medical or nursing staff” (O*Net, 2019).

Licensed Practical and Licensed Vocational Nurses    

Both licensed practical and licensed vocational nurses “care for ill, injured, or convalescing patients or persons with disabilities in hospitals, nursing homes, clinics, private homes, group homes, and similar institutions. They may work under the supervision of a registered nurse. Licensing is required” (2018).

A licensed practical and licensed vocational nurse will “administer prescribed medications or start intravenous fluids, noting times and amounts on patients’ charts. Observe patients, charting and reporting changes in patients’ conditions, such as adverse reactions to medication or treatment, and taking any necessary action. They answer patients’ calls and determine how to assist them. Measure and record patients’ vital signs, such as height, weight, temperature, blood pressure, pulse, or respiration. Provide basic patient care or treatments, such as taking temperatures or blood pressures, dressing wounds, treating bedsores, giving enemas or douches, rubbing with alcohol, massaging, or performing catheterizations” (O*Net, 2019).

Registered Nurse

The registered professional nurse is a leadership and educator role, providing both patient care and education to direct reports, including researching, training, guiding and providing instruction to direct reports (shrm., 2019). A registered nurse “assess patient health problems and needs, develop and implement nursing care plans, and maintain medical records. Administer nursing care for ill, injured, convalescent, or disabled patients. They may advise patients on health maintenance and disease prevention or provide case management. Licensing or registration is required” (2018).

Medical and Health Services Manager

“The medical case management supervisor directs all activities related to medical case management of claims; works independently with little supervision” (shrm, 2019). Medical and Health Services Managers plan, direct, or coordinate medical and health services in hospitals, clinics, managed care organizations, public health agencies, or similar organizations(2018).

Pennsylvania Occupational Wages

York County Labor Market Area

May 2017

(Note: When data for a specific occupation is not available, the most relevant area containing this occupation has been provided, see Area Type.)

https://www.workstats.dli.pa.gov/Products/Pages/By-Geography.aspx

Section 2

The health care industry is like any other industry in that they offer the same standard benefits that most places are required to offer. In the following sections the benefits are listed for a few different occupations in the health care industry.

The biggest thing with benefits is how cost effective any industry will make them. Since the dawn of the internet, many things have changed in every industry. Many companies are using something called an intranet, which is an internal organizational online web in which all forms of communication within the organization can be streamlined. Intranets have helped to change things for many organizations in a good way. “Employers are increasingly posting their employee handbook components on their intranets. Experts say “e-benefits” are a huge trend waiting to reinvent human resource practices” (Milkovich, p.458, 2017).

The largest cost that companies pay for in any industry is health care coverage. “Before 1930 health care coverage essentially didn’t exist. Health issues were the responsibility of the family. After the Great Depression, though, Blue Cross and Blue Shield appeared as the first institutional health care. Envious of the profits made by Blue Cross and Blue Shield, insurance companies began to offer plans for hospitalization along with doctor and surgical coverage. Then of course, the government got involved. In the 1960’s national health insurance emerged to cover the elderly (Medicare) and the poor (Medicaid). Then in 2012 the Affordable Care Act (ACA aka Obamacare) was instituted to target the uninsured with a goal of providing health care coverage to everyone. This controversial act isn’t intended to change the way health care is delivered, but rather to provide both positive and negative incentives to make sure everyone is covered” (Milkovich, p.487, 2017).

There are many benefits that do not come standard, but more companies are starting to implement them to make their company look more attractive. Some such as child care, and health club memberships. Some companies even offer elder care assistance for family members that are elderly and need assistance with their day to day life. One benefit that is more standard, but companies struggle with is 401K or pension plans. Many companies struggle with them since people are living longer in todays world than they did when these things were first implemented. Many companies have to penny pinch just to pay for their former employees’ pension plans, which is why many companies have gone to a 401K as they are more cost effective for the organization. Another way many people are going is the “employee stock ownership plan. In a basic ESOP a company makes a tax-deductible contribution of stock shares or cash to a trust. The trust then allocates company stock (or stock bought with cash contributions) to participating employee accounts. The amount allocated is based on employee earnings. When ESOP is used as a pension vehicle (as opposed to an incentive program), the employees receive cash at retirement based upon the stock value at that time. The major disadvantage is if the company’s stock takes a downturn, the result can be catastrophic for employees approaching retirement age” (Milkovich, p.482, 2017).

Benefits are a large part of why people chose to work with different companies. Many things have changed over time and it will be interesting to see how much things will continue to change in the future with benefits. With everything, most changes have been good ones, but now companies are figuring out how they can perfect things to make doing business more cost effective and enjoyable for all involved in the process.

Registered Nurses

The health care industry has a high median income, with that being the majority of their benefits. A staff nurse in a pediatrics unit in Chesapeake Virginia will earn a Median income of $65,578 a year which will be 71.0% of their benefits. $39 is the value of the bonuses that they receive throughout the year. The value of their benefits is what indicates the employer’s expected contribution and paid time off. Social Security is 5.4% of their benefits coming in at $5,020. They all receive a 401K/403B, which is 2.6% of their benefits, that comes in at $2,362. Nurses also get disability which is 0.6% of their income, coming in at $591. They receive health care insurance which is 7.1% of their benefits at $6,592 annually. They receive a pension which is 4.5% of their benefits at $4,134. Lastly, they receive time off which is 8.7% of their benefits which comes out to $8,076. Their total compensation comes out to be $92,391.

Medical & Health Services Managers

A medical management manager in Chesapeake Virginia will earn a median income of $95,166 which is 67.8% of their benefits. They will receive $7,208 annually in bonuses, which is 5.1% of their annual income. The benefits that the medical management manager would receive will include social security which is $7,832, 5.6% of their income. They will receive a 401K/403B at $3685 which is 2.6% of their income. They will receive disability at $921 which is .7% of their income. They will receive health care insurance at $6,450 which is 4.6% of their benefits. They will receive a pension of $6,450 which is 4.6% of their income. Lastly, they will receive time off which is valued at $12,600 and is 9.0% of their income. Their total compensation comes out to $140,454.

Healthcare social worker

A healthcare social worker in Chesapeake Virginia will earn a median income of $50,570 which is 69.5% of their total income. They will receive $39 in bonuses annually which is 0.1% of their income. They will receive $3,872 in social security benefits which is 5.3% of their benefits.

They will receive a 401K/403B which is $1,822 and is 2.5% of their benefits. They will receive $455 of Disability and that is 0.6% of their benefits. They will receive $6,592 in health insurance which is 9.1% of their benefits. They will receive $3,188 in pension, which is 4.4% of their benefits. Lastly, they will receive $6,229 in time off, which is 8.6% of their benefits. Their total compensation is $72,767.

Licensed Practical Nurse

A licensed practical nurse in Chesapeake Virginia will earn a median income of $45,124 which is 68.7% of their total income. They will receive $71 annually in bonuses which is 0.1% of their income. They will receive social security benefits annually totaling $3,457 which is 5.3% of their total benefits. They will receive $1,627 in a 401K/403B which is 2.5% of their benefits.  They will receive $407 in disability benefits which is 0.6% of their benefits. They will receive $6,592 in health care insurance which is 10.0% of their benefits. They will receive $2,847 in a pension which is 4.3% of their benefits. They will receive $5,563 in paid time off which comes to 8.5% of their benefits. Their total compensation is $65,688.

Nursing Assistants

A certified nursing assistant in Chesapeake Virginia will earn a median income of $25,663, which is 63.9% of their total income. They will receive no bonuses. They will receive $1,963 in social security benefits which is 4.9% of their total benefits. They will receive $924 in a 401K/403B which is 2.3% of their total benefits. They will receive $231 in disability which is 0.6% of their total benefits. They will receive $6,592 in health insurance benefits which is 16.4% of their benefits. They will receive $1,617 which can be put towards a pension,which is 4.0% of their benefits. They would receive $3,159 towards time off, which is 7.9% of their total benefits.

Section 3

Glossary of Business Finance and Management

Benefits-various types of compensations that are non wage that are provided to the employees aside from the regular wages and salaries.

Wage survey-A tool that is specifically designed by the managers in order to determine far benefits and salaries that will be give to the employees.

Median Income-The amount realized after dividing the gross income by the sum total of units present in that group.

Premium Wage-The exceeding amount of wages when compared to the members of a given group.

Medicare-A programthat aims at providing health coverage for citizens above the age of 65 or below 65 but have a disability, regardless of their personal income.

Medicaid-A health program at both the state and federal level that aims at providing coverage to citizens with very low income.

Auditing-The process of checking and analyzing the personal or organizational financial records in order to determine their accuracy and whether they abide by set rules and regulations.

Data-Statistics and facts that are collected and put together for proper analysis or for reference.

Income Statements.-This shows the company’s income as well as the expenses.

Liabilities-This is a financial debt or obligation.

Innovation-The process of coming up with fresh ideas or products.

Baseline-The starting point or the minimum point that is used for doing making comparisons.

Skill set. A collection of abilities and skills that is applicable to a given profession.

Intranet-This is a network that is private and can only be accessed by the organization’s staff.

Handbook-A reference work or a set of instructions that is designed as a reference point.

P & L-This refer statements of to Profit and Loss.

Trend Analysis-This refers to an analysis that compares the financial ratios of a company over a given period of time.

Benchmarking-Use of profiles or performance as the bases for measuring an individual’s performance.

Pension-A type of fund whereby a given amount of money is deposited regularly during the duration that the employee is working and is aimed at supporting the employee’s retirement plan.

Ethics-Accepted conduct standards or moral judgment. Gross Profit-The revenue from sales after deducting the cost of total goods sold.

ACA –Affordable Care Act.

ESOP-Employee Stock Ownership Plan.

OHC-Occupational Health Care.

LPN-Licensed Practical Nurse.

RN-Registered Nurse.

Section 4

Instructions

Creating a pay structure for an organization involves making a variety of important decisions that align with the companies goals both big and small, as well as making sure that it retains the right employees, weeds out the weak employees, and interests future employees to join the company. Step (1) in this extensive and complicated process is looking at your organizations competitive pay policy (Milkovich, 2017, p. 263). Businesses need to decide where they want to set themselves up in the market. What can they afford to offer their employees to retain the talent that they already have as well as attract new talent? This is in terms of pay and benefits packages. “Labor market competition, however, introduces a new role for performance pay: because it is a differentially attractive to more productive workers, it also serves as a device that firms use to attract or retain these types” (Benabou, 2016).  Step (2) is making a clear purpose for the survey (Milkovich, 2017, p. 263). Businesses have a variety of reasons for performing a wage survey ranging from auditing to make sure they aren’t overpaying or unpaying their employees, as well as changing their pay strategy to attract a different type of employee, or even budget cuts to see if they can save money in the benefits and pay incentives that they are offering. Step (3) entails choosing competitors for the benchmark jobs you will be basing your survey off of (Milkovich, 2017, p. 263). This step is very important in the process, as you have to ensure that you find a company that aligns well with your business. The key to benchmarking is not replication of other companies plan but instead innovation (Singh, 2010). “Benchmarking encourages organizations to carry out self-analysis to find out the most efficient way to attain competitive position by monitoring the best practices of the industry. It is perceived as a continuous process of measuring products, services, and practices against the toughest competitors or those companies recognized as industry leaders” (Singh, 2010). This gives a business a baseline of what other companies are offering to their employees while also helping them decide how they will differentiate themselves from the competition. Step (4) is where you design the survey (Milkovich, 2017, p.263). When designing your survey, you need to weigh many different factors such as how many employees should be involved, which jobs are included, as well as how many outside competitive businesses data needs to be a factor. (Milkovich, 2017, p. 270). Step (5) includes collecting the results from the survey and interpreting them, as well as constructing your market line (Milkovich, 2017, p.263). This step has become much easier, as now much of the survey information is collected through computers, making sorting it much more efficient (Milkovich, 2017 p.278). Technology also aids in the ability to create a market line that is easy to understand and organized for everyone involved in using the results for decision making. A market line takes the data that is collected and put it into a visual graph so that human resource specialists as well as others involved in wage decisions can use it in an organized format.  The final step is to balance top competitiveness with internal alignment (Milkovich,2017, p. 263).  This final step takes the benchmark jobs into account, as well as the internal data from the survey to help establish a new plan for a companies pay structure. 2 Timothy 2:15 leaves us with this, “Do your best to present yourself to God as one approved, a worker who does not need to be ashamed and who correctly handles the word of truth” (NIV). Surveying employees using benchmark jobs seeks the truth for businesses to be compensating their employees properly as well as giving them a competitive edge in the market to continually attract talent.

Timeline

The timeline for establishing a pay structure should be early on in the business model to help understand employee costs and budget for them. The wage survey has seven steps to ensure that the pay is competitive, fits the local market, and attracts jobs seekers. Wage surveys should also be completed frequently to ensure the local market has not changed.

The purpose of the wage survey according to Milkovich (2017) is “to adjust the pay level in response to changing rates paid by competitors, to set the mix of pay forms relative to that paid by competitors, to establish or price a pay structure, to analyze pay-related problems, or to estimate the labor costs of product (p. 264).”

Companies must take a wage survey seriously because during an economic boom it can be the difference between applications and lack of applications. During the wage survey you may see a need to cut wages due to market drops, research by Caju, Kosma, Lawless, Messina, & Room (2015) stated that the wage decrease is a means of keeping a business open. It can prevent layoffs in some cases they continue, but it comes with a morale risk as the recent pay drops could cost the company employees.

The timeline for the wage survey should be done as follows: specify pay-level policy, define purpose of the survey, specify relevant market, design and conduct survey, interpret and apply result, and design grades and ranges or bands (Milkovich, 2017, p. 263). The pay level policy is based on which level of pay you want to survey. You may know that management is paid within market and this is just a bottom level employee wage survey. Establish a specific group to perform a wage survey on. Defining a purpose for the wage survey is important because it will not be a free survey. Companies charge money to perform wage surveys. Make sure your market is considering competitors that may be taking jobs from many local markets and effecting all hiring. Make sure the results are applied so that your company can be successful in the demands of customers and labor needs. Design new grades, ranges, or bands as needed for the company.

Cost

The cost of a wage survey will vary based on the local market and the size of the survey. A simple survey for human resources professionals might cost much less than a companywide survey.

According to Dozier cost of a wage survey is anywhere from a “couple hundred to tens of thousands.” The cost could be beneficial as it can lower payroll which is the company’s biggest expense in most cases. It is clear that the cost of a wage survey is not cheap, but it does have some great benefits as it helps control the costs that come with employing. It also helps to attract workers and motivate them to stay.

According to the Bureau of Labor Statistics (2019) compensation in the private sector rose 3% in 2018. Salaries increased by 3.1% in 2018 and benefits rose by 2.8% in 2018. Employers costs for benefits rise 1.8% in 2018. These numbers indicate that the cost of employment is rising and that a wage survey has even more benefits then just market evaluation. The survey has the benefit of knowing the cost to the employee and the employer.

Confidentiality statement

Each employee’s salary is determined based on a wide variety of factors that each employee may or may not be aware of. Some of these factors include comparing wages and/or benefits with competitive companies that maintain employees with similar occupations or skills, in similar geographic locations, and that offer the same products and services as us as well as looking at our own companies skillsets via performance reviews, employees years of experience and company advantages (Milkovich, 2017,p.265). These factors are vital to ensuring that each employee’s salary is extensively looked at and researched to ensure accuracy, and why confidentiality is so important. “Once it is known what other organizations pay for each job, a pay level can be chosen that is a function of what other organizations pay and what role the job plays in executing the strategy of one’s own organization” (Milkovich, 2017, p.289). Maintaining the confidentiality of all employees’ wages is paramount to our company success. We can ensure that we spend a significant amount of time evaluating each position as well as each employee’s extensive education and value to our company to ensure that each employee is paid as fairly as possible. We are inspired by the verse Colossians 4:1 stating “Masters, provide your slaves with what is right and fair, because you know that you also have a Master in heaven” (NIV).

Because of our extensive fairness procedures and expectations, we expect that all employees maintain confidentiality in regard to wages and expect that they only provide others with this information when required for financial needs. This forbids employees from sharing wages amongst each other, as well as others not employed by us.

As an employee signing this document, I acknowledge the details of it and agree to abide by the rules outlined as so. If I decide not to abide by written rules I am subject to correction action that may lead to termination.

Name (Print & Signature):

Date:

Job Title:

Section 5

Introduction

Scripture admonishes us to examine ourselves to determine if we are in the faith (1 Cor. 13:5).  Likewise, as employers, I encourage to examine yourselves to determine if your current wage and benefit system is reflective of the industry standard around you. As leaders, we are to do what is right and fair for those who serve us (Col. 4:1). The results of this survey will help you to compare your wages to those of your competitors, adjust your pay scales, determine if there are any issues regarding benefits and salaries, and will help you provide a more accurate cost of labor determination (Milkovich, Newman, & Gerhart, 2017, p. 264).

There are two sections contained in this survey. The first section will deal with basic employer information. The second section will delve into compensation and benefits for the benchmark positions that are identified. The Apostle Paul was quick to point out that “whatever a man sows, he shall also reap” (Gal. 6:7). As blessing for taking the time to complete this survey, we will provide you with a free copy of its findings.

The hands of the diligent will lead to wealth (Prov. 10:4).  Please note that this survey is to capture data for only experienced team members. Please do not calculate anyone who is currently interning or in training. If your company measures time off in days, please convert this information to hours. With the unemployment rate hovering around 3% (dli.pa.gov), we would be interested in creative methods you are using to retain top performers.  Please provide this information in the comment section at the end of the survey (Miller, 2017).

Thank you for your participation,

Sincerely,

Business 440 Group 3 Liberty University

Part 1              Employer General Information

Are your employees represented by a Union?            Yes: _____      No:  _____

Part II             Benefits Information

1. Does your company offer shift differentials for 2^nd& 3^rd shift employees?

2^nd Shift:          $________      Per hour

3^rd Shift:          $________      Per Hour

2. How is overtime paid for your employees?
3. After 8-hour day? Yes                  No                   Rate:    _____
4. After 40-hour week? Yes                  No                   Rate:    _____
5. After 80 hour pay period? Yes                  No                   Rate:    _____
6. Premium wage for weekends? Yes                  No                   Rate:    _____
7. Premium Wage for holidays Yes                  No                   Rate:    _____

3. Sick Day Policies:

1. Does your company offer sick time? Yes      No
2. How much sick time is offered per year? _____
3. Do you allow sick pay to be carried over? Yes      NoHow many hours_____
4. What is the cap number of sick hours permitted to be accumulated? _____

Paid Time Off (PTO) Policies:

1. Does your company offer PTO? Yes      No
2. Do you allow PTO to be carried over? Yes      No       How many hours?       _____
3. What is the cap amount of PTO hours permitted to be accumulated? _____

4. How many paid holidays are offered by your company in a year? _____
5. Please list the holidays that you provide for your employees:

_______________                        _______________                  _______________

_______________                        _______________                  _______________

_______________                        _______________                  _______________

_______________                        _______________                  _______________

Health Insurance:

1. Does your company offer sponsored health care benefits? Yes      No
2. What type of plan do you offer?
   1. HMO __________
   2. PPO __________
   3. HDHP __________
   4. Other __________

3. Please provide employer/employee contribution to health plans

4. Do you offer any of the following?
   1. Life Insurance Yes      No
   2. Accidental death Yes      No
   3. Short term disability Yes      No
   4. Long term disability Yes      No

Benchmark Position Wage Information

Benchmark Positions to be documented:

Nursing Assistant (C.N.A)

Licensed Practical Nurse (LPN)

Registered Nurse (RN)

Nurse Manager (Director of Nursing)

Social Worker

Position:                                                          Nursing Assistant______

Number employed Full Time:                         ____________________

Average seniority of incumbents                    ____________________

Is this an hourly wage position?                     ____________________

Entry-level wage for position                         $___________________

Average hourly wage for position                  $___________________

Average salary for position                             $___________________

Wage percentage -vs- benefits package          ___________________%

Wage Scale:

Position:                                                          Licensed Practical Nurse

Number employed Full Time:                         ____________________

Average seniority of incumbents                    ____________________

Is this an hourly or salaried position?                         ____________________

Entry-level wage for position                         $___________________

Average hourly wage for position                  $___________________

Average salary for position                             $___________________

Wage percentage -vs- benefits package          ___________________%

Wage Scale:

Position:                                                          Registered Nurse______

Number employed Full Time:                         ____________________

Average seniority of incumbents                    ____________________

Is this an hourly or salaried position?                         ____________________

Entry-level wage for position                         $___________________

Average hourly wage for position                  $___________________

Average salary for position                             $___________________

Wage percentage -vs- benefits package          ___________________%

Wage Scale:

Position:                                                          Nurse Manager     _____

Number employed Full Time:                         ____________________

Average seniority of incumbents                    ____________________

Is this an hourly or salaried position?                         ____________________

Entry-level wage for position                         $___________________

Average hourly wage for position                  $___________________

Average salary for position                             $___________________

Wage percentage -vs- benefits package          ___________________%

Wage Scale:

Position:                                                          Social Worker________

Number employed Full Time:                         ____________________

Average seniority of incumbents                    ____________________

Is this an hourly or salaried position?                         ____________________

Entry-level wage for position                         $___________________

Average hourly wage for position                  $___________________

Average salary for position                             $___________________

Wage percentage -vs- benefits package          ___________________%

Wage Scale:

References

Bénabou, R., &Tirole, J. (2016). Bonus Culture: Competitive Pay, Screening, and Multitasking.    Journal of Political Economy, 124(2), 305-370. https://doi-          org.ezproxy.liberty.edu/10.1086/684853

Caju, P. D., Kosma, T., Lawless, M., Messina, J., & Room, T. (2015). Why Firms Avoid Cutting Wages: Survey Evidence from European Firms. IRL Review. 68(4). 862-888. Retrieved from https://journals-sagepub-com.ezproxy.liberty.edu/doi/full/10.1177/0019793915586973?utm_source=summon&utm_medium=discovery-provider

dli.pa.gov (Ed.). (2019, April). York County Profile. Retrieved April 19, 2019, from

https://www.workstats.dli.pa.gov/Documents/County%20Profiles/York%20County.pdf

Dozier, A. How Much do Salary Surveys Cost? Helios HR. Retrieved from https://www.helioshr.com/2013/12/how-much-do-salary-surveys-cost/

Labor News Release. (2019). Employment Cost index Summary. Bureau of Labor Statistics. Retrieved from https://www.bls.gov/news.release/eci.nr0.htm

Milkovich, G. T., Newman, J. M., & Gerhart, B. A. (2017). Compensation (12th ed.). New York,             NY: McGraw-Hill. ISBN: 9781259991851.

Miller, S. (n.d.). 2018 Pay Forecasts: Flat Salary Increase Budgets Create Winners and Losers. Retrieved April 19, 2019, from https://www.shrm.org/resourcesandtools/hr-topics/

compensation/pages/salary-budget-winners-and-losers-.aspx

National Center for O*NET Development. 21-1022.00 – Healthcare Social Workers. O*NET
OnLine. (2019). Retrieved from https://www.onetonline.org/link/summary/21-1022.00

(n.d.). Retrieved from https://swz.salary.com/SalaryWizard/Certified-Nursing-Assistant-       Nursing-Home-Salary-Details-Chesapeake-      VA.aspx?hdcbxbonuse=off&isshowpiechart=true&isshowjobchart=false&isshowsalaryd  etailcharts=false&isshownextsteps=false&isshowcompanyfct=false&isshowaboutyou=fal se

SHRM. (2019). Job Descriptions. Retrieved from     https://www.shrm.org/ResourcesAndTools/tools-and-samples/job-
descriptions/Pages/cms_001327.aspx

Singh, S.K., & G., S. (2010). Benchmarking Industry Practices in Sales HR in India. Indian          Journal of Industrial Relations, 46 (1), 165+. Retrieved from             https://link.galegroup.com.ezproxy.liberty.edu/apps/doc/A235631670/AONE?u=vic_libe            rty&sid=AONE&xid=b529c0c3

United States Department of Labor. Bureau of Labor statistics. (2019). Retrieved from
https://www.bls.gov/oes/current/oes211022.htm