HRMN 395 at the University of Maryland Global Campus (UMGC) explores alternative compensation philosophies that define total rewards as everything employees value in the employment relationship.
The stated objective is to design a total rewards program that ensures organizational success. HRMN 300 is the listed prerequisite.
Students find it demanding because it moves between theory and numbers. You must justify a philosophy, then show how pay, benefits and recognition fit a job structure, motivate performance and stay affordable.
Course at a Glance
| Item | Details |
|---|---|
| University | University of Maryland Global Campus (UMGC) |
| Course code | HRMN 395 |
| Credits | 3 |
| Level | Undergraduate (upper level) |
| Prerequisite (UMGC) | HRMN 300 |
| Credit limit (UMGC) | Credit for only one of BMGT 388L, HRMN 390 or HRMN 395 |
What HRMN 395 Covers
| Topic named by UMGC | In plain terms |
|---|---|
| Building and communicating a total rewards strategy | Deciding what the organization offers and explaining it to staff |
| Compensation fundamentals | Pay structures, grades and pay equity basics |
| Job analysis conduct and documentation | Collecting and recording job information |
| Linking pay to performance | Appraisal, merit and incentive pay |
| Incentive cash and stock programs, employee ownership | Variable and long-term pay plans |
| Benefits and non-monetary rewards | Insurance, leave, recognition, development |
| Design and implementation | Fit with organizational culture and capacity |
Key Concepts Explained
Total Rewards Thinking
Instead of competing on salary alone, a total rewards approach combines pay, benefits, work-life support, recognition and growth. Different employee groups value different parts of the package.
Illustrative example (invented): A small firm cannot match market salaries for engineers. It offers flexible schedules, learning budgets and clear promotion paths, and communicates the full package so candidates see the total value.
Pay for Performance
Linking pay to results only works if appraisal is fair and measures are controllable by the employee. Discuss what could go wrong, such as narrow targets that distort behavior.
Motivation Theories
Expectancy, equity and two-factor theories explain why some rewards motivate and others do not. Cite one and apply it to your design.
Typical Assignments and How to Approach Them
| Assignment type | What it tests | How to approach it |
|---|---|---|
| Total rewards program design | Integrating components | Start with strategy and workforce, then components, cost and communication |
| Job analysis exercise | Documentation skill | Show method, findings and resulting description |
| Incentive plan evaluation | Critical judgment | Weigh motivation benefits against risks and cost |
| Discussion post | Concept application | Use a real example and a theory |
Where Students Get Stuck
- Treating rewards as pay only. Include non-monetary elements.
- Ignoring cost. Show the program is affordable and justify trade-offs.
- Skipping communication. Rewards that employees do not understand lose value.
Study Tips for HRMN 395
- List every reward type and who values it most.
- Use a standard template: objective, component, cost, measure.
- Test each design against fairness and legal compliance.
Designing a Total Rewards Recommendation
Total rewards means looking beyond base pay to the full package, including benefits, development and work environment. Assignments typically ask which elements to include and how to fund and communicate them.
Start with the Objective
Decide what the reward system should achieve, such as attracting skilled applicants, keeping key staff or encouraging teamwork. Each element you propose should serve that objective.
Balance Cost, Fairness and Legality
Discuss how internal equity and market competitiveness trade off, and mention legal requirements that shape pay and benefits. If you propose incentives, say how performance would be measured and what behavior it might encourage or distort.
Illustrative example (invented): An employer cannot raise base pay. You could recommend flexible scheduling, learning opportunities and clearer career paths, and explain how you would test whether staff value them.
Before You Submit
- State the objective in one sentence at the top.
- Show how each reward element supports that objective.
- Label any numbers as assumptions unless they come from your materials.
- Add a plan for communicating the package to employees.
Mistakes That Cost Marks
Rewards assignments lose marks through small lapses. Compare your draft.
| Mistake | Why it hurts | Fix |
|---|---|---|
| Pay only | Total rewards is broader | Include benefits, development and environment |
| Unclear objective | Design lacks direction | State the aim up front |
| Invented costs | Looks unsupported | Mark figures as assumptions |
| Ignoring communication | Employees must understand rewards | Add a communication plan |
| No evaluation | Cannot check success | Say how you will review impact |
Using Sources Well
Use the course text for the total rewards model and any legal requirements, and cite it when you justify each element. Add scholarly sources if you claim that a reward influences motivation or retention.
A Sample Outline
A total rewards design can follow this outline.
- State the organization's goals and workforce.
- Define the reward objectives.
- Select pay, benefits and non-financial elements.
- Check cost, fairness and legality.
- Plan communication.
- Describe evaluation.
Make sure each choice connects to the stated objective so the package reads as a system.
Justifying a Reward Choice
Weaker sentence (invented): "We will give a bonus."
Stronger sentence (invented): "We will introduce a team bonus linked to customer outcomes to encourage cooperation, and review it yearly for unintended effects."
The stronger version states the purpose and a safeguard. Reward design is judged on this kind of reasoning.
Discussion Posts and Short Responses
For discussion on pay and benefits, name the organization type, the goal of the reward and one possible side effect. Replies that offer a different reward for the same goal, and compare costs, keep the conversation practical.
How We Help with HRMN 395
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Frequently Asked Questions
UMGC lists HRMN 300.
Credit is allowed for only one of BMGT 388L, HRMN 390 or HRMN 395.
UMGC defines it as everything employees value in the employment relationship.
Yes, including incentive cash and stock programs, employee ownership, benefits and non-monetary rewards.
Yes, 3 credits.
No. We offer tutoring, models and editing support only.