| Course | MHRM 6901 Capstone: Strategic Human Resource Management |
|---|---|
| Week | Week 6 |
| Paper type | Rewards section |
| Length | About 760 words, 5 pages |
| Format | APA 7 student paper |
| School | Walden University |
| Program | MS in Human Resource Management |
| Updated | October 2026 |
Free sample paper for MHRM 6901 Week 6
Rewards Section: Pricing Hartwell's Technician Pay and Night-Shift Differential Against Illustrative Market Data, Then Testing Every Claim in a Consistency Table Against the Workforce Section
Student Name
Walden University
MHRM 6901: Capstone: Strategic Human Resource Management
Instructor Name
Month Day, Year
Rewards Section: Pricing Hartwell's Technician Pay and Night-Shift Differential Against Illustrative Market Data, Then Testing Every Claim in a Consistency Table Against the Workforce Section
Purpose
This section examines whether pay helps or hinders Hartwell Baking Company in hiring and keeping maintenance technicians for its second restaurant contract. Writing a second capstone section is straightforward; writing one that agrees with the first is the real task. The section therefore ends with a consistency table that checks each of its claims against the workforce planning section. Numbered figures come from the profile drafted in Week 2 (F1 to F20). Market figures are illustrative, built from the kind of regional survey a bakery of Hartwell's size would buy.
Where Hartwell's Pay Sits
Hartwell pays its technicians about 11 percent below the illustrative regional median, and its night differential is less than half the market's. Exit records cite pay in 41 percent of technician departures and night shifts in 27 percent. Milkovich et al. (2020) note that when pay falls well below market for a job with a tight labor supply, the effects appear first in time to fill and in turnover, which is what Hartwell's records show: 16 weeks to fill (F11) and 18 percent annual turnover (F8).
Table 1
Technician Pay Against Illustrative Market Data
| Element | Hartwell | Illustrative regional median | Hartwell as share of median | |
|---|---|---|---|
| Average technician hourly rate | $29.40 (F10) | $33.10 | 89 percent | |
| Night-shift differential per hour | $0.75 (F10) | $1.75 | 43 percent | |
| Starting rate for an experienced hire | $28.00 | $32.00 | 88 percent | |
Composite organization; market figures illustrative.
Pricing the Options
Raising the average technician rate to 95 percent of the illustrative median, $31.45, would add $2.05 an hour. For 58 technicians working about 2,080 hours a year, that is about $247,000 a year, plus about $59,000 more for the 14 new-line technicians at the higher rate rather than the current one. Raising the night differential from $0.75 to $1.50 for the roughly 20 technicians who work nights would add about $31,000. Payroll taxes and benefits tied to pay would add roughly 10 percent to each figure, bringing the total to about $370,000 a year.
What Pay Can and Cannot Do
Hom et al. (2017) note that pay is one of several drivers of turnover, alongside the work itself, supervision and alternatives in the labor market. For technicians, pay and nights together account for about two thirds of stated departures, so pay changes should reduce turnover noticeably, though not by two thirds. This section estimates, on illustrative assumptions, that raising pay to 95 percent of market and doubling the night differential would cut technician turnover from 18 to about 13 percent and raise the external hiring rate from about nine to about twelve a year. Gerhart and Rynes (2003) caution that such estimates are uncertain, since competitors may respond by raising their own pay.
Consistency Table
Table 2
Consistency of Rewards Claims With the Workforce Section
| Rewards claim | Workforce section says | Consistent? | |
|---|---|---|
| Pay is a main reason technicians leave | Demand assumes about ten departures a year at current pay | Conflict: if pay rises, departures fall to about eight, and demand falls from about 27 to about 25 | |
| Higher pay would raise external hires to about twelve a year | Supply assumes about nine external hires at current pay | Conflict: supply rises by about three | |
| Pay changes alone close the gap | Year-one shortfall is about sixteen at current practice | Conflict: with pay changes, the shortfall is still about eleven | |
| Night differential matters for a three-shift line | New line runs three shifts (F17) | Consistent | |
| Pay changes cost about $370,000 a year with charges | Workforce section does not price options | Gap: workforce section should reference this cost | |
Composite organization.
What the Table Shows
The two sections agree that pay matters and that the new line's night shifts make it matter more. They disagree on scale. Read alone, this section could suggest that raising pay solves the staffing problem; read with the workforce section, pay changes reduce the year-one shortfall from about sixteen to about eleven but do not close it. That conflict is the subject of next week's reconciliation memo.
Limits
Market figures are illustrative, and the turnover and hiring effects are estimates based on stated exit reasons. Departing technicians may name pay because it is the easiest reason to give, which would overstate how much a raise can do. The estimates should be checked after the first year by comparing actual turnover and hiring with the figures here, and the section revised if they differ.
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.
The Walden MHRM 6901 Week 6 instructions
Week 6 asks you to draft a second capstone section and make sure it fits the first. Analyze your topic with clear figures, showing your calculations. Use research to explain both what your proposed changes can achieve and their limits. Then build a consistency table that checks every claim in this section against the earlier one, marking each consistent, in conflict or a gap. Record conflicts honestly instead of adjusting one section quietly. Say what the conflicts mean and which later step will resolve them. Plan on roughly three pages carrying two tables, the first setting wages beside the market and the second testing agreement with the workforce section.
Inside the MHRM 6901 Week 6 example
The section opens by stating its purpose as fitting the workforce section. A table compares three pay elements with illustrative market medians. A section prices raising technician pay to 95 percent of market and doubling the night differential, showing the arithmetic. A section uses Hom and colleagues and Gerhart and Rynes to estimate effects on turnover and hiring and to caution about uncertainty. A consistency table checks five claims, finding three conflicts, one consistent claim and one gap. A short section explains that pay reduces the shortfall without closing it, and limits close the section. Every cost figure in the section can be rebuilt from the hourly difference, the hours worked and the headcount, which the text states before giving the total.
Reading the MHRM 6901 Week 6 rubric
Second sections are graded on analysis and fit. Clear figures with visible calculations earn credit. Research that addresses both the benefits and limits of pay changes shows balance. The consistency table is weighted heavily, since it tests whether the capstone holds together. Honest recording of conflicts, rather than quiet adjustment, demonstrates integrity. Identifying what the conflicts mean for the recommendation shows synthesis. Stating limits builds credibility. Sections that analyze their topic well but ignore the earlier section, or claim to solve problems the earlier section showed they cannot, receive lower marks. Labeling illustrative market data clearly, rather than presenting it as survey fact, is expected. Showing the hours, rates and headcounts behind every total helps graders confirm the arithmetic quickly.
Common MHRM 6901 Week 6 mistakes, and how to avoid them
Write your analysis as you normally would, with numbers and sources. Then list every claim your section makes. For each, find what your earlier section says on the same point and compare. Mark each pair consistent, in conflict or not addressed. Where there is conflict, do not fix it yet; write down what each section would need to change. Many capstones read like separate papers stapled together because each section was written alone. If you want help building a consistency table, send us both sections. Record conflicts; resolve them later.
Get a MHRM 6901 Week 6 example written to your instructions
Share the prompt for the second section, its rubric and the first section it must be tested against. The rewards section, followed by a table labeling each claim as agreeing, extending or conflicting, reaches you in 24 to 48 hours; the first is free. Survey figures, the night differential and the bakery paying it are all invented.
More MHRM 6901 papers and MS in Human Resource Management samples
- MHRM 6901 Week 1: Capstone Scope Proposal
- MHRM 6901 Week 2: Capstone Organizational Profile
- MHRM 6901 Week 3: Stated Versus Actual Gap Analysis
- MHRM 6901 Week 4: Workforce Planning Section Draft
- MHRM 6901 Week 5: Capstone Peer Workshop
- MHRM 6901 Week 7: Section Reconciliation Memo
- MHRM 6901 Week 8: Capstone Executive Summary
- MHRM 6901 Week 9: Capstone Appendix Set
- MHRM 6901 Week 10: Capstone Revision Pass
- MHRM 6901 Week 11: Strategic HR Capstone Paper
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- MHRM 6101 Week 6: Internal Posting Policy Draft
MHRM 6901 Week 6 questions, answered
Where can I find a free MHRM 6901 Week 6 sample paper?
The rewards section and its consistency table are shown on this page for free.
Where does technician pay sit in the MHRM 6901 Week 6 section?
At about 89 percent of the illustrative regional median, with a night differential less than half the market's.
What would the pay correction cost?
About $370,000 a year including payroll taxes and benefits tied to pay.
What does the consistency table find?
Three conflicts with the workforce section, one consistent claim and one gap.
Do pay changes close the staffing gap?
No; they reduce the year-one shortfall from about sixteen to about eleven.