Here is a 4-page response to the questions in APA format with citations: Intellectual Property, Counterfeiting, and National Security Concerns Intellectual property (IP) refers to creations of the mind such as inventions, literary and artistic works, designs, and symbols, names and images used in commerce (World Intellectual Property Organization, n.d.). Counterfeit merchandise negatively impacts the U.S. economy by undermining innovation, threatening jobs, and depriving governments of tax revenue (U.S. Department of Homeland Security, 2022). According to the U.S. Government Accountability Office (2013), counterfeit goods cost the U.S. economy up to

1. 9 Salary Surveys: A Snapshot Market data obtained from salary
surveys create the foundation for a viable compensation
strategy. When combined with economic statistics and business
strategy, they create the infrastructure of an organization’s
salary practices. Just as DNA provides information used to
construct, identify, and operate the human body, market data
obtained from salary surveys are used to construct and operate
organizations’ pay programs. Market data evolve from salary
surveys that are compiled and analyzed periodically to
determine how well the company pays relative to the market.
How the company statistically analyzes, charts, and uses the
data is a function of its corporate compensation strategy. Then,
pay is delivered to employees through base salary and
bonus/commission programs and maintained using salary
administration guidelines and other pay delivery systems.
Critical to this effort is effective communication of all
components of pay to earn the most satisfaction from
employees, and, ultimately, high productivity and success for
the company. THE BIG PICTURE Where do salary surveys fit
in? Why do we use them? An organization has many resources
to achieve its goals. Even though these resources include land,
material, capital, and people, it is only people who make
decisions about and do things with the land, material, capital,
and the people. An organization’s goals are accomplished only
through people. Hence, the major challenge of any organization
is to attract, retain, motivate, and align the types and numbers
of people it needs to achieve its goals. This is accomplished
through a value exchange—a situation in which the company
and the employee give value to the other in exchange for value
received to achieve their respective self-interests. This notion
can be summarized by the phrase, “Value given for value
received.” Figure 9.1 shows some of the items involved in the
exchange. FIGURE 9.1 Value exchange pie charts. Many items
given by the employee to the employer are not quantitatively

2. measurable, but they are present and are very important to the
company. The items from the employer to the employee may
differ from one employee to the next with regard to what is of
value. Indeed, even the relative size of the pieces differs among
employees and individuals during a lifetime. For example, a
relatively new employee may value growth opportunities more
than an employee near retirement. Likewise, an individual might
feel pay is very important today but tomorrow, when a new baby
joins the family, benefits become more important. This shows
that pay is just one component of the exchange. When an
employer decides how much to pay an employee, several factors
usually are considered: Business strategy. Internal value of
job/skill. Market pay. Individual factors. Experience. Education.
Performance. Contribution. Skills. Balance with benefits, stock,
work environment, etc. What the company can afford.
Compensation philosophy. Desired market position. What the
company wants to pay for. The focus of this chapter is market
pay. What the market pays for a job or a skill isn’t the only
factor in deciding the monetary worth of a job or skill, but it’s a
key one. Salary surveys provide important information in the
decision-making process of deciding pay. DEFINITION AND
PURPOSES A salary survey is a statistical description of what
organizations pay for certain _____. “Jobs,” “skills,”
“experience,” “education,” or any combination of these could fit
in that blank. Surveys have three main purposes: Identify a
company’s market position and form a basis for a salary
increase budget. Create a salary structure or structures. Develop
targets for individual pay levels. Some desired features of a
salary survey include: Desired jobs, companies, and locations.
Good job descriptions and job matches. Large amounts of data,
screened data, and data integrity. Confidentiality. Flexibility.
Sound survey design. Easy data submission. Useable and user-
friendly results. Interpretation. Timeliness. Availability of
special analyses. Value received for cost. Helpful and
knowledgeable customer service. Responsiveness. Continuous
improvement. Because of the importance of surveys, many

3. companies use some surveys for analysis—primary surveys—
and other surveys for reality checks—secondary surveys.
Secondary surveys may not have the right companies or
locations, but they provide an important perspective. Surveys
can solicit and gather information via telephone, mailed hard
copy questionnaires, e-mailed or web-based electronic
questionnaires, and personal interviews. An organization, a
large third-party consulting firm, or a boutique third-party
consulting firm can conduct the survey. BENCHMARK
SURVEYS The remainder of this chapter focuses on benchmark
surveys (surveys that describe what companies pay for certain
jobs). Other types of surveys not covered are skills surveys,
which measure what companies pay for certain skills, or
maturity surveys, which measure what companies pay for
experience and education in certain work areas. Which Jobs to
Survey Several criteria act in concert when deciding which jobs
in your organization to survey. The jobs that should be
surveyed: Span levels in the organization. Span functions. Span
families. Have a large number of incumbents. Are mission-
critical. A sufficient number of jobs with a sufficient number of
incumbents should be surveyed to make a compensation
practitioner feel comfortable that he or she has surveyed enough
to achieve the survey’s purpose. Specific numbers are decided
on an individual basis, but some rough guidelines are: Number
of jobs matched—one-third to two-thirds of jobs. Number of
employees in matched jobs—one-half to three-quarters of
employees. Of course, the more jobs, the better but time and
budget constraints often are limiting. Further, some jobs may be
so unique that there is no similar job match in any other
organization. Remember: The quality of job matches is more
important than the quantity of jobs surveyed. Survey Job
Descriptions Job descriptions for surveys vary from short
paragraphs to a full page and often include an organization
chart or description of reporting relationships. Jobs that tend to
be standard among organizations often can be described briefly,
such as an assembler or a file clerk. New jobs or jobs that are

4. similar but have a high degree of variation tend to be described
more fully, such as a marketing development manager.
Regardless, the survey job descriptions should have the main
thrust of the job, along with the principal functions or key
responsibilities, and the job title should be descriptive. When
reporting relationships (e.g., reports to the president) or scope
(e.g., revenue of the company or number of direct and indirect
reports) are important in valuing the job, these factors should be
included. If certain qualifications or certifications are required
(e.g., master electrician’s license), these criteria should be
included. Use caution when describing education and experience
requirements. With education, rather than stating, for example,
that a college degree is required, instead state what that degree
represents, such as “the theoretical knowledge of the field or
discipline is required,” because someone may have gained the
needed knowledge through experience. This is the “or
equivalent” notion of formal education. With experience,
remember that when a description says, for example, “10 years
of experience,” it usually means experience with increasing
levels of responsibility. However, you may have an incumbent
with one year of experience 10 times over, who is not really
doing the level of work in the description. When years of
experience are part of benchmark survey job descriptions, it
unfortunately directs too much attention on that one factor and
not enough on the work described. Which Companies to Survey
Part of a company’s compensation philosophy should include a
designation of the external reference for compensation program
purposes. The reference usually describes other companies
defined as competition. Examples include local major employers
to compare office and clerical nonexempt jobs or local
manufacturers for assemblers. For professional and supervisory
jobs, companies often look to employers in their industry and
national employers of similar size or revenue in their industry
for upper management and executive jobs. Criteria to define a
company’s competition include companies that: Do the same
thing. Are the same size. Are in the same locations. Hire and

5. lose employees to one another. It is important to ask managers
who they think is relevant competition. Figure 9.2 offers some
discussion starting points. There may be a situation in which the
reference point is not actual competition, but a realistic and
stable basis for the compensation program. For example, there
is a company near Dallas that draws its employees locally, not
competing with the suburbs around Dallas for nonmanagerial
jobs. But those suburbs are the only source of survey data, so
they are used as a reference point for compensation program
purposes. The company decided that not having to commute to
the Dallas suburbs was worth about 10 percent, so its average
pay is 10 percent below the reference point. FIGURE 9.2
Determining the competition. Data to Be Gathered The type of
data needed flows from the survey’s purpose and an
organization’s pay strategy. Choices include: Base salary. Total
cash (base plus bonus/commission). Equity (stock). Benefits.
Typical statistics include: Averages (weighted, unweighted).
Percentiles (10th, 25th, 50th, 75th, 90th). Raw data (after
decoding to preserve confidentiality). Various summaries of
scope data. General information often includes: Current salary
increase budget. Policy information. Design information.
Compensation practitioners need to decide what they want to
seek, or they need to create a survey that satisfies individual
needs. More Than Just Salaries The typical salary survey has
more than base pay reported on benchmark positions. Because
companies manage compensation using a total rewards strategy,
there usually is trend information, including general questions
about merit budgets, salary structure movement, and benefits
provided. For example, the WorldatWork annual Salary Budget
Survey includes questions on trends in variable pay, types of
incentives, and other popular innovations in compensation.
Review the Survey Database Companies often neglect to review
their survey database to determine if it is providing adequate
coverage of jobs and sampling the right companies and
industries. By reviewing the coverage of jobs and looking for
alternative data sources, a company ensures it has

6. comprehensive intelligence of the labor landscape. Figure 9.3
illustrates a survey job matrix, which is a useful tool for
ensuring the right coverage. Some additional rules of thumb
include: Have at least two sources of surveys for key jobs. This
provides validation of one survey against another. Review the
makeup of the companies included to ensure the competition is
represented. FIGURE 9.3 Salary survey job matrix. Be cautious
of surveys in which some respondents participate every other
year or sporadically; consistent data is important when
monitoring trends in pay for critical positions. Don’t look at
“base pay only” for jobs that typically are eligible for other
forms of variable or equity pay. Ensure salary surveys are
supplemented with equity compensation surveys and incentive
survey data to get the big picture. Get data from companies in
the same industry for technical jobs, but use general industry
data for administrative positions, such as accounting, legal, and
HR. Review the strategy annually and look for new, improved,
or different surveys, if appropriate. While it is valuable to look
at trends reported year to year for some surveys, don’t overlook
other valuable surveys that might enhance or supplement market
analysis. Periodically review the surveys used to ensure that
quality and consistency are maintained. Conduct a review of
survey results and develop a strategy for participation on a
going-forward basis. When to Conduct an Ad Hoc or Special
Survey Sometimes it’s impossible to find a ready-made survey
that reflects the right jobs or companies—all surveys do not
provide everything for every job. This is the time for the
company, or a third-party vendor, to conduct a custom survey.
Sometimes, special circumstances dictate that a special survey
be conducted, such as: The company is relocating its
headquarters to a new city. There is a short supply of special
skills. There is a dramatic shift in the economy, creating a
shortage of certain knowledge workers. A special industry
survey is needed for a specific geographic location. Recently, a
major financial services company sponsored a special customer
service representative survey in one of its markets. There are

7. more than 500 call centers in that specific market, and
competition for these skills is tremendous. The financial
services company found that paying above market still was not
drawing the right kind of talent, so the organization decided to
find out what the market really required without having the data
“filtered” through a general survey. The company commissioned
a third-party consulting firm to conduct a special survey.
Confidentiality was maintained for the raw data, but the
company was able to select competitors to participate in the
survey. This offered first-hand information on a job group that
was critical to the company’s success.
You are to prepare and submit your final assessment in a
Microsoft word document and submit as an attachment. Use
proper APA for citations and format, which includes using
Times New Roman (Font 12). State each topic question
followed by your response in paragraph form. Your response to
the questions combined should be at least 4-6 pages.
1. Please address the following as they pertain to Intellectual
Property:
A) What is Intellectual Property (IP) and how does counterfeit
merchandise impact the U.S. economy?
B) What safety and health concerns are posed by counterfeit
products?
C) How does IP theft pose an existential threat to national
security?
2. Discuss the action that prompted the "border control
offensive" and made the issue of illegal immigration a priority.

8. 3. What are "Smart Borders"?
4. How have the SMART Port Security, the SAFE Port Act, the
Small Vessel Security Strategy, and the Marine Transportation
Security Act impacted port security?
5. What are the similarities and differences of the external
borders of New Europe compared to that of the U.S. - Mexico
border?