| Course | MHRM 6601 Benefits, Compensation, and Resource Allocation |
|---|---|
| Week | Week 6 |
| Paper type | Peer reply |
| Length | About 360 words, 3 pages |
| Format | Discussion reply, APA 7 citations |
| School | Walden University |
| Program | MS in Human Resource Management |
| Updated | October 2026 |
Free sample paper for MHRM 6601 Week 6
Week 6 Discussion: Response to Marisol
Re: Lifting Tellers and Member Service Representatives to the 75th Percentile: Pricing the Idea Before Judging It
Marisol, your post proposed raising every teller and member service representative at Stone Arch to the market's 75th percentile, arguing that the credit union's front line is where members form their view of it and where turnover hurts most. I think the goal is right, and your point that a member who meets a new teller every visit stops trusting the branch was the most convincing line in the thread. Before deciding whether the move is worth it, I tried to price it.
Using the association survey from our Week 3 analysis, aged to January 2027, the 75th percentile is about $50,200 for tellers and $54,600 for member service representatives. Stone Arch's 58 tellers average $42,700 and its 38 representatives $47,300. Bringing everyone to the 75th percentile would add about $435,000 for tellers and $277,000 for representatives, roughly $712,000 in base pay. Payroll taxes at 7.65 percent and the 4 percent retirement match ride on that base, adding about $83,000. The total is close to $795,000 a year, against a merit budget of about $497,000 for the whole credit union. There is a further cost: representatives at $54,600 would pass the minimum of the senior representative range, so senior pay would need to move too, or a promotion would mean almost no raise (Milkovich et al., 2020).
So my question is which turnover problem the $795,000 is meant to solve. If tellers are leaving in their first year, pay may not be the main reason; Hom et al. (2017), reviewing a century of turnover research, show that pay is only one of many causes, alongside the work itself, the people around it and the alternatives on offer, and a raise does little about the others. If experienced representatives are leaving for banks, a targeted move to the median plus a retention step at two years might cost a third as much. Gerhart and Rynes (2003) note that leading the market is most defensible when the jobs are hard to fill or the people hard to replace. Do you know which of those describes the front line here?
References
Gerhart, B., & Rynes, S. L. (2003). Compensation: Theory, evidence, and strategic implications. Sage.
Hom, P. W., Lee, T. W., Shaw, J. D., & Hausknecht, J. P. (2017). One hundred years of employee turnover theory and research. Journal of Applied Psychology, 102(3), 530-545. https://doi.org/10.1037/apl0000103
Milkovich, G. T., Newman, J. M., & Gerhart, B. (2020). Compensation (13th ed.). McGraw-Hill Education.
What the MHRM 6601 Week 6 instructions ask for
Week 6 asks you to respond to a classmate's compensation proposal. Restate the proposal accurately before analyzing it. Credit what is persuasive about it. Then price it carefully, starting with base pay and adding the costs that ride along, such as payroll taxes and retirement contributions. Compare the total with a budget the reader knows. Note any knock-on effects, such as compression with the next job up. Close with a question that helps the classmate test whether the proposal fits the problem, rather than a verdict. Use figures your classmate can check, ideally from the course case or earlier weeks, so the reply invites a response rather than an argument about numbers.
How the MHRM 6601 Week 6 example is put together
The reply opens by restating the 75th percentile proposal and crediting the trust argument. The middle paragraph prices the move using aged survey figures: $50,200 for tellers and $54,600 for representatives against current averages, about $435,000 and $277,000 in base, $83,000 in charges and $795,000 in total. It compares that with the merit budget and notes compression with senior representatives, citing Milkovich and colleagues. The final paragraph asks which turnover problem the money targets, cites Hom and colleagues on the many causes of quitting and suggests a cheaper targeted option, citing Gerhart and Rynes. Every number in the reply comes from the course's Week 3 survey work, so the classmate can check each step of the calculation.
MHRM 6601 Week 6 rubric: what earns full marks
Peer replies are graded on whether they deepen the classmate's thinking. Accurate restatement shows close reading. Specific credit sets a constructive tone. Careful pricing that includes costs beyond base pay is the reply's main contribution and is weighted heavily. Comparison with a known budget gives the number meaning. Identifying knock-on effects shows understanding of how pay structures interact. A closing question that helps the classmate refine the proposal is valued over a judgment. Replies that reject a proposal without analysis, or accept it without asking what it costs, receive less credit. A respectful, curious tone matters, especially when the numbers show a proposal is far more expensive than its author assumed.
MHRM 6601 Week 6 help: mistakes that cost marks
Take your classmate's proposal and work out what it would cost. Find how many people it affects, their current pay and the proposed pay. Multiply the difference by headcount. Add payroll taxes and any contributions tied to pay, such as a retirement match. Compare the total with a budget figure your classmate will recognize. Then ask what else would move as a result, such as the next job up. End with a question about what problem the proposal solves. Many replies agree in principle without checking the cost. If you want to check your arithmetic before posting, send it to us. Three or four short paragraphs are enough.
Get a MHRM 6601 Week 6 example written to your instructions
Paste the classmate's post and the Week 6 discussion rubric, and mention any budget figure your scenario supplies. A reply that prices the proposal, rolls in the costs tied to base pay and asks what the money buys arrives in 24 to 48 hours, the first one free. Its headcounts and dollar amounts are all invented.
More MHRM 6601 papers and MS in Human Resource Management samples
- MHRM 6601 Week 1: Uniform Raise Discussion Post
- MHRM 6601 Week 2: Point-Factor Job Evaluation
- MHRM 6601 Week 3: Salary Market Analysis
- MHRM 6601 Week 4: Pay Structure Design
- MHRM 6601 Week 5: EAP and Health Premium Brief
- MHRM 6601 Week 7: Team Incentive Design
- MHRM 6601 Week 8: Compensation Cost Memo
- MHRM 6601 Week 9: Pay Structure Communication Plan
- MHRM 6601 Week 10: Pay Equity Review
- MHRM 6601 Week 11: Total Rewards Plan
- MHRM 6101 Week 6: Internal Posting Policy Draft
MHRM 6601 Week 6 questions, answered
Where can I find a free MHRM 6601 Week 6 sample paper?
The reply pricing Marisol's proposal is available on this page for free.
What did the classmate propose in the MHRM 6601 Week 6 thread?
Raising all tellers and member service representatives to the market's 75th percentile.
What would the proposal cost?
About $795,000 a year including payroll taxes and the retirement match.
How does that compare with the merit budget?
It exceeds the entire merit budget of about $497,000.
What question does the reply ask?
Which turnover problem the money is meant to solve.