Compensation

Compensation & Classification Services

The compensation plan administrative guidelines apply to non-faculty staff employees of Prairie View A&M University (PVAMU). They do not apply to faculty personnel. These guidelines define the operation of the pay program for the covered positions (see Appendices A & B for list of positions) and take precedence over any other understanding, implied or otherwise. In the event of any conflict between these administrative guidelines and the PVAMU Administrative Procedures, the latter shall prevail.

Program Objectives

It is the intent of Prairie View A&M University to maintain a compensation program that:

  • Provides a total compensation program that considers the external market, while focusing on ensuring internal equity and taking into account the advantages of a collegiate work environment;
  • Enables successful competition in its labor markets;
  • Retains its most competent and best qualified personnel;
  • Achieves its mission and objectives in the community;
  • Promotes a systematic approach to salary administration; and
  • Adheres to Texas A&M University System (TAMUS) Regulations 31.01 Compensation and 31.01.01 Compensation Administration.

Compensation Principles

The compensation program will embody the following principles:

  • The values of jobs will be based on a blend of Prairie View A&M University values and culture reflected through core factors and external market values.
  • Total compensation for all jobs will take into account funding considerations, appropriate internal job relationships, and market relationships.
  • Compensation plans will be well communicated to all employees at the University.
  • Performance management will require a cooperative effort between employees and supervisors.  Employees and supervisors will be provided opportunities to work together to clarify and meet performance objectives and expectations.
  • The performance management program will provide ongoing performance feedback.

Communicating Pay Information

Prairie View A&M University’s updated Compensation and Classification Plan became effective on September 1, 2006. The PVAMU Compensation Plan is in accordance with TAMUS Regulation 31.01 Compensation.   Information concerning job classifications and pay ranges is made available to all employees online through the Compensation Plan published in the University’s web-based Policy Library. Managers and supervisors should discuss the following areas with new and reclassified employees as they pertain to each individual employee’s situation:

  • The job description covering the employee’s duties and responsibilities;
  • The employee’s potential for progression within the job’s pay range; and
  • Job performance and its relation to promotional opportunities and pay increases.

Information pertaining to individual pay rates of employees are considered confidential, except when requested in writing in accordance with the Public Information Act (formerly known as the Texas Open Records Act).

Job Analysis

The job analysis process is a critical element in the job classification and compensation plan. This process involves collecting detailed information about the duties and responsibilities of a job, skills and abilities required to do the job, required level of education, internal and external relationships, and work environment. The job analysis does not consider job performance of the incumbent, but focuses on the job as it exists at the time of the analysis. The results of the job analysis are used to develop a formal job description, determine compensate factor levels, and help assign the appropriate pay grade to the position.   A job analysis is required when creating a new position or making significant changes (at least 25 percent) to an existing position. The Office of Human Resources is responsible for conducting the job analysis through the use of several methods. The Position Description Audit Questionnaire is the primary tool for collecting job information. This form is initially completed by the creator or the supervisor of the position. To supplement the Position Description Audit Questionnaire, the Office of Human Resources may conduct incumbent interviews, supervisor interviews, observations, desk audits, or other analysis that is deemed appropriate to make a determination.   Prairie View A&M University’s Position Attribute Website (“PAWS”) will be the automated system to collect, update and track position descriptions.  Department managers will be able to create, reclassify, update or review position descriptions online.  In addition, department managers can submit online requests for position review through the appropriate approval channels.  The Compensation Specialist will be able to complete reviews and record justifications online.  Managers can also review the status of their change requests online.   PVAMU PAWS system allows the Compensation Specialist to review and compare both current and archived position descriptions using a variety of search options.  This eliminates the need to store, retrieve and review job description files.   Position Description Audit Questionnaire

Job Descriptions

All full-time staff positions covered by this compensation program shall have a generic job description that includes the Prairie View A&M University job title, a general job summary, a list of major duties and responsibilities, and job requirements (that is, minimum education, experience, and other qualification requirements for the position). An official job description will be created, when necessary, which will include any additional duties or responsibilities specific to the department.   The job title on the job description will be used for all personnel records and publications. New staff positions or classifications may not be established and filled without prior evaluation by the Compensation Specialist.   Job descriptions are used to:

  • Evaluate and classify jobs to determine appropriate internal position relationships;
  • Communicate to new or existing employees the fundamental duties and responsibilities of their jobs;
  • Provide job information that can be used to determine competitive pay relationships in the labor market;
  • Provide job information that can be used in the recruitment and selection process;
  • Provide job information, which can be used in employee relations’ matters, such as performance appraisal, employee orientation, employee complaint process, and identification of training and development needs; and
  • Ensure compliance with government legislation.

Changes in the duties of a job may require re-analysis and re-evaluation of a job description. Where changes are judged significant (at least 25 percent) by the supervisor or manager, the supervisor should complete a Position Description Audit Questionnaire (PDAQ) and solicit review by the appropriate university budget head. The university budget head signs the PDAQ and forwards it through the appropriate administrative channels (see PVAMU PAWS system) that include the Office of Human Resources and the Senior Vice President for Business Affairs.   Job Description (Sample)   Job Description Model For most of the University’s jobs, a single point-factor evaluation plan is used to determine overall position relationships. The evaluation plan consists of eight (8) compensable factors used to evaluate and classify jobs. The factors and their relative weights are described in the following table.   New or significantly revised jobs must be evaluated in order to classify them into their appropriate grade. When a new job is created or an existing one is significantly revised, a Position Description Audit Questionnaire must be completed and submitted through the university budget head and forwarded through the appropriate administrative channels. All exceptions to generic job descriptions and newly created position responsibilities must have the approval of the appropriate division vice president and Office of Human Resources designee.   Based on the content of the Position Description Audit Questionnaire, the Office of Human Resources will:

  • Coordinate the gathering of all necessary supplementary data to achieve a detailed understanding of the job, including supervisor and incumbent information;
  • Prepare a new job description;
  • Evaluate the job using the Job Evaluation Plan; and
  • Assign the job to the appropriate pay range according to the job evaluation results.

The Office of Human Resources will share the initial rating of the job with the appropriate university budget head, and determine whether additional information is required for accurate pay grade assignment. A formal determination by the Office of Human Resources will be issued shortly thereafter. New staff positions may not be established and filled without prior evaluation and classification of the position by the Office of Human Resources.

Request for Evaluation/Re-Evaluation of Jobs

In accordance with PVAMU Administrative Procedure 60.08 - Establishing, Changing & Updating Budgeted Positions, the Office of Human Resources must evaluate revised and new jobs in order to assign them to their appropriate grades. Requests for job evaluations will be made in writing by the appropriate dean or division head to the Director of the Office of Human Resources.   Requests may be triggered by the creation of a proposed new job title, or by a substantial and permanent change in duties or requirements of an individual position or in the majority of individual positions within a job title. For a change in duties or requirements to warrant re-evaluation, it should meet these criteria:

  • It is a permanent change in duties—not a special project or short-term assignment;
  • The addition, deletion, or change affects duty that constitutes a significant portion of the job (at least 25%);
  • The duty that is added, deleted, or changed is substantially different in level and type from the balance of the job duties so that it seems reasonable that the change in duty would affect the evaluation of the job on one or more job evaluation factors; or
  • The levels of education or experience required for the job significantly change. These requirements should reflect standards for satisfactory job performance not an incumbent’s qualifications.

A staff member whose position is reclassified to a job class having increased responsibilities or complexity of duties and in a higher salary range is eligible to remain in the position provided the incumbent establishes eligibility by meeting the minimum qualifications for the new classification.   A staff member whose position is reclassified to a classification having increased responsibilities or complexity of duties and in a higher salary range, and who is eligible to remain in the position, is considered to have a title reclassification. The staff member’s compensation upon such reclassification will be reviewed for possible salary adjustment based on the compensation for the position title. If sufficient continuing budget resources allow, a salary adjustment to the minimum level of the new higher salary range should be strongly considered.   Likewise, a staff member whose position is reclassified to a position title having decreased complexity of duties may result in a reclassification of that title. The staff member’s compensation upon such reclassification will be adjusted in accordance with the compensation for the position title. Such a change is not a reflection of the individual’s job performance.   A staff member whose position is reclassified to another job class assigned to the same salary range is considered to have received a title change as a result of the reclassification, but no change in salary will be made. (See Lateral Transfer)   See PVAMU PAWS system for the steps for submitting and processing a request for job evaluation or re-evaluation are as follows:

  • If a new classification is requested, a completed Position Description Audit Questionnaire (PDAQ) must be submitted with the form. If a re-evaluation of an existing position is requested, a copy of the current job description should be attached with the proposed changes indicated.
  • A cover letter must accompany all requests for evaluation and re-evaluation of jobs stating the purpose and rationale of the requests.
  • Attach an organization chart.

Normal Review Cycle

The Human Resources Compensation Specialist will evaluate the compensation and classification plan annually. Criteria for revision of the compensation and classification plan will be determined by the Compensation Specialist. This may be based on information obtained from the Exit Surveys.

Salary and Source of Funding

All funds disbursed by Prairie View A&M University, including salary funds, are subject to Prairie View A&M University regulations and control regardless of the original source for the funds. Therefore, the source of funds (grants and contracts, local funds, etc.) for payment of salaries shall be subject to Prairie View A&M University’s rates of pay established for all positions.

Pay Structure

The structure of the plan is intended to accomplish the following functions:

  • Define the competitive pay position of jobs within the university to the relevant external market;
  • Establish differential pay levels between jobs to recognize differing demands; and
  • Establish lower and upper limits of value for each job.

Market criteria: In developing the University’s pay structure for staff positions, the Office of Human Resources will consider compensation rates for comparable positions from a variety of primarily public-sector employers since the University is a public state agency. The University will develop and seek to pay rates that compare with prevailing rates. In general, the markets to be considered for comparison to various job groups will be:

  • Non-exempt – local area within a 60-mile radius of PVAMU and comparable state universities; and
  • Exempt – national (like-size institutions), regional, comparable state universities, CUPA Survey, and appropriate salary survey data.

The Office of Human Resources will review the competitiveness of the University’s pay plan annually. Based upon the findings of this review, a recommendation will be made concerning adjustments to the plan to the President. Any revisions or allocation of additional funding needed to adjust the plan requires approval by the Senior Vice President for Business Affairs and availability of sustainable funding.

PAY GRADE STRUCTURE

Prairie View A&M University uses the following pay grade salary structure to establish appropriate pay-range limits for non-faculty positions covered by the Job Classification and Compensation Plan.  This pay structure is based on competitive market data and internal equity considerations.  The plan also provides the compensation framework for hiring new employees and rewarding high-performing employees through progression to more responsible positions with higher and broader pay ranges.

Pay Grade Pay Type Minimum Mid-Point Maximum
1 Hourly 10.00 10.07 11.40
Monthly 1,733.33 1,855.00 1,977.00
Annually 20,800.00 22,261.00 23,722.00
2 Hourly 10.31 12.28 14.24
Monthly 1,787.00 2,127.05 2,468.00
Annually 21,443.00 25,527.00 29,611.00
3 Hourly 11.05 13.15 15.25
Monthly 1,915.00 2,279.05 2,644.00
Annually 22,976.00 27,352.00 31,728.00
4 Hourly 13.80 16.94 20.07
Monthly 2,393.00 2,936.00 3,479.00
Annually 28,714.00 35,232.00  41.750.00
5 Hourly 15.59 19.13 22.66
Monthly 2,702.00 3,315.05 3,929.00
Annually 32,423.00 39,783.00 47,143.00
6 Hourly 17.66 22.35 27.04
Monthly 3,060.00 3,874.00 4,688.00
Annually 36,726.00 46,488.00 56,250.00
7 Hourly 19.87 25.15 30.43
Monthly 3,444.00 4,359.05 5,275.00
Annually 41,328.00 52,314.00 63,300.00
8 Hourly 23.62 31.08 38.54
Monthly 4,094.00 5,387.00 6,680.00
Annually 49,132.00 64,647.00 80,162.00
9 Hourly 24.43 32.15 39.86
Monthly 4,235.00 5,572.05 6,910.00
Annually 50,821.00 66,870.00 82,919.00
10 Hourly 27.04 36.05 45.06
Monthly 4,687.00 6,249.00 7,811.00
Annually 56,240.00 74,986.05 93,733.00
11 Hourly 29.79 39.72 49.65
Monthly 5,164.00 6,885.00 8,606.00
Annually 61,965.00 82,620.00 103,275.00
12 Hourly 32.21 42.95 53.69
Monthly 5,584.00 7,445.00 9,306.00
Annually 67,003.00 89,337.00 111,671.00
13 Hourly 33.51 45.29 57.06
Monthly 5,808.00 7,849.00 9,890.00
Annually 69,701.00 94,190.00 118,679.00
14 Hourly 38.54 52.08 65.62
Monthly 6,680.00 9,026.05 11,373.00
Annually 80,156.00 108,319.00 136,482.00
15 Hourly 44.32 59.89 75.46
Monthly 7,682.00 10,380.00 13,079.00
Annually 92,179.00 124,566.00 156,953.00

Pay ranges will be evaluated annually to ensure that maximum annual pay ranges accommodate the pay grade structure to the extent possible. The structure is based on competitive practices and internal equity considerations. The minimum and maximum of each pay range represent the minimum and maximum values, respectively, to the University of all jobs assigned to that particular pay range. Without prior approval, but with sustainable funding, an employee can be hired up to 10 percent of the minimum of the range.  Hiring employees above 10 percent of the minimum of the range requires prior approval by the appropriate vice president, Senior Vice President for Business Affairs and the Assistant Vice President of Human Resources or designee. An employee’s rate of pay may not normally exceed the respective maximum of the pay range for the job.

Review of Pay Structures

During the first quarter of each fiscal year and prior to the budget process, the Compensation Specialist will review the competitiveness of the university’s pay structures. The review will include (1) comparisons of the competitive status of the university’s ranges to the relevant external market; and (2) a review of anticipated average movement of pay structures by peer and comparison organizations. Based on findings of the review, a recommendation will be prepared for consideration by the Senior Vice President for Business Affairs and President of the University concerning adjustments to the pay structures.

Pay Above Maximum

Any recommendation for an incumbent’s base pay to exceed the maximum of the pay grade must be approved (in advance) by the appropriate vice president, the Assistant Vice President of Human Resources or designee, and the Senior Vice President for Business Affairs. See Merit Payments for related information.

Longevity and Hazardous Duty Pay

Each regular full-time nonacademic employee who has worked for the state for two years will receive an additional payment each month to recognize their service. Commissioned peace officers will receive extra pay after one year of hazardous service. Employees who teach a course and still hold a full-time nonacademic position may continue to receive longevity pay. See TAMU System Regulation 31.01.04 for further details.

New Hire Rates

Employees meeting the minimum qualifications of the job should normally be paid up to 10 percent over the minimum of the pay range. When computing the salary for non exempt employees hourly rates should be used.  When computing the salary for exempt employees annual rates should be used.  However, pay rates for new employees possessing qualifications in excess of the minimum qualifications may be placed at pay rates above 10 percent over the minimum of the pay range, with the appropriate levels of approval. Temporary employees are not eligible to receive pay above the minimum and will be paid the minimum of the pay range. When considering requests for new hire rates, the University will consider whether the salary rate allows sufficient room for growth and relationships to rates paid to similarly qualified or more experienced employees in the job. External salary survey data may be considered, if available. In establishing new hire rates, the University will continue to comply with all federal and state rules and regulations. This includes the Equal Pay Act of 1963, which prohibits pay differentials on jobs that are essentially equal in terms of skills, effort, responsibility, and working conditions, except when these are the result of a bona fide seniority or merit system, or any other job-related factor other than sex.

PROVISIONAL HIRE

When a candidate for a position demonstrates that he or she will meet the job qualifications within six (6) months of hire, and when the employing department has reason to believe the applicant will become a valued employee, provisional employment may be considered. The hiring of such an individual requires approval of the appropriate vice president and the Director of Human Resources. The initial hire rate will be five percent (5%) below the minimum of the salary range for the position. At the completion of the six-month probationary period, and with a satisfactory performance evaluation, the provisional employee will receive an increase in pay to the minimum of the pay range. The hiring unit is responsible for ensuring the evaluation and salary increase are processed.

Salary Adjustments

Merit Increases In accordance with TAMU System Regulations 31.01.08  – Merit Salary Increases, Prairie View A&M University uses merit salary increases as a tool to reward employees with a salary increase (within that employee’s salary range) based on employees’ documented meritorious performance. Generally, such increases are considered at budget preparation time. To be eligible for a merit salary increase, an employee must meet the following criteria:

  • Have exemplary performance, as evidenced by a very good or excellent overall rating on current performance evaluation;
  • Have not received a merit salary increase within the past six months;
  • Have been employed for a minimum of the previous six continuous months; and
  • Be recommended for a merit salary increase by immediate supervisor, department head, dean (if applicable), and vice president.

Prairie View A&M University is authorized to award two types of merit salary increases:

  • Merit Raise – a merit salary increase that is added to an employee’s salary base.
  • Merit Payment – a one-time, lump sum, merit salary increase that is not added to an employee’s base salary.

The amount of each merit salary increase will be determined based upon considerations such as, availability of funding and other raises awarded. To be eligible for a merit increase, individuals must have a current performance appraisal on file in the Office of Human Resources.   Whenever a merit increase program is funded and authorized, the VP for Business Affairs will prepare and distribute detailed guidelines to university budget heads. The guidelines will include the authorized merit increase amount, funding requirements, performance level required to be eligible to receive a merit increase, and other program criteria. The Board of Regents must approve merit increases prior to their implementation.

Equity Pay Adjustments

The Office of Human Resources periodically audits pay rates within classifications to identify potential pay issues. It is also the responsibility of the college or division to bring to the attention of the Director of Human Resources any significant pay issues that may exist in their organizations. Dean or division heads may initiate a pay equity adjustment whenever they determine that the present level of compensation of an employee or group of employees is at a level that:

  • It results in an unusual level of turnover of employees in the group; or
  • It results in the affected department’s experiencing significant difficulty in recruiting candidates to fill vacant positions; or
  • It results in a disparity in current paid rates for similarly classified employees in that unit; or
  • The level of compensation is substantially below the comparable level of compensation for similar employment outside Prairie View A&M University; or
  • The present level of compensation has substantially reduced the university’s ability to deliver services.

Individual equity increases shall be based on one or more of the following:

  • Internal equity; and
  • External competitiveness.

All equity pay adjustments are subject to review and approval by the university budget head, dean or division head, appropriate VP, Director of the Office of Human Resources, and the President. Funds for any approved equity pay adjustment come from the authorized budget of the affected college or division and must be approved by the VP for Business Affairs.

Promotions

In accordance with PVAMU Administrative Procedure 60.04 – Employee Promotion, a promotion is a change in job assignment from one position to another position of increased responsibility or complexity of duties requiring a change of title within a higher pay range.   When an individual is promoted, the pay will normally be adjusted to reflect the new level of responsibility. In isolated situations, when an individual’s base pay rate is at a higher level than rates paid to incumbents, an individual may be granted a promotion with no change in pay. Any promotional increase should raise the employee’s pay rate to at least the minimum of the new pay range. The hiring department has authority to grant at least a 5 percent (5%) promotional increase if the 5 percent (5%) increase is greater than the increase to the minimum of the new pay range. Conversely, a promotional increase may not increase the employee’s pay rate above the maximum of the new pay range.   Recommended promotional increases that fall outside of these parameters are governed by normal university hiring procedures and approval processes. The Director of Human Resources or designee must review and approve all promotional actions.  In determining recommended promotional increase amounts, the following factors are considered:

  • Rates paid to incumbents in the new position, both within the hiring department and in other departments throughout the University;
  • Pay range for the new position and the difference in the number of pay grades between the old position and the new position;
  • Performance level of the individual being promoted;
  • Qualifications of the individual versus qualifications of incumbents in the same job in the college or division;
  • External salary survey data, if available; and
  • Change in FLSA overtime designation; that is, a change from a non-exempt job to an exempt job.

The affected employee should not be notified of the proposed promotional increase amount until the Office of Human Resources has approved it.  

Demotions

A demotion is a change in job assignment from one position to another position of decreased responsibility or complexity of duties requiring a change of title within a lower pay range. New base pay rates of employees who are demoted to jobs assigned to lower pay grades will be based primarily on the base pay rate of incumbents in the new classification.   A demotion may or may not result in a reduction in the employee’s base pay rate. The new pay rate, however, must fall within the pay range of the new job title. If the employee’s pay falls above the maximum of the new pay range, the employee’s pay must be reduced to at least the maximum of the pay range. All demotions require prior approval by the Director of the Office of Human Resources.

Lateral Transfer

A lateral transfer is a change from one position to another position at the same grade level. Normally, there will be no change to the base pay rate of an employee who is laterally transferred. Any increase granted on a lateral transfer requires the approval of the Director of Human Resources.

Compensatory Time

Compensatory time is defined as time off with pay that is granted in lieu of overtime pay for authorized overtime. Compensatory time applies to both exempt and non-exempt employees; however, the provisions for compensatory time for non-exempt employees are mandated by the FLSA and differ from the guidelines for exempt employees.

Overtime  

All compensatory/overtime work should be held to a minimum and should be authorized in advance in writing by the appropriate administrator. Each supervisor is responsible for and expected to use good judgment in determining what constitutes legitimate and necessary compensatory/overtime work. In unusual situations in which prior approval may not have been practical or possible and the required completion of a specific project, assignment, or official travel results in overtime or compensatory time worked, the appropriate supervisor may verbally approve the unauthorized time based on the circumstances involved, but it should be documented in writing within a reasonable time period (four days).

Non-Exempt Employees  

Non-exempt employees are subject to the overtime provisions of the Fair Labor Standards Act (FLSA) and are entitled to compensation for overtime as provided by FLSA and this policy.   A non-exempt employee who is required to work hours in excess of 40 hours in a work week is entitled to compensation for the excess hours either by: (1) allowing (or requiring) the employee to take compensatory time off at the rate of 1-1/2 hours off for each hour of overtime or (2) at the discretion of the employing department, in cases in which granting compensatory time off is impractical, the employee’s receiving pay for the overtime at the rate equal to 1-1/2 times the employee’s regular rate of pay. See TAMU System Regulation 31.01.09–Overtime for further details.

Exempt Employees

  An employee who is exempt as an executive, professional, administrative employee, or skilled computer worker under the FLSA may be allowed compensatory time off during the 12-month period following the end of the work week in which the overtime was accrued, at a rate not to exceed equivalent time. See TAMU System Regulation 31.01.09–Overtime for further details.

Fair Labor Standards Act

The Fair Labor Standards Act (FLSA) establishes minimum wage, overtime pay, recordkeeping, and child labor standards affecting full-time and part-time workers in the private sector and in Federal, State, and Local governments.   The terms and provisions of the Fair Labor Standards Act (FLSA) provide the basis for exempt versus non-exempt status. The exempt or non-exempt status of each employee is determined by the position to which the employee has been hired, transferred, or promoted. The Office of Human Resources is responsible for determining the correct FLSA status when the job is classified in a pay grade. Each manager must ensure that the employee performs job duties as described in the job description to ensure compliance with overtime provisions of the FLSA.

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