Salary Administration

4.1 Compensation philosophy

Missouri State University's workforce is its most vital resource and it is the intention of the university that the compensation plan demonstrates the high value the university holds for its employees. Therefore, the Missouri State University system strives to maintain a total compensation package for faculty and staff that is directed toward attracting, retaining and rewarding a highly qualified, engaged, committed and diverse workforce to serve the university's students and the State of Missouri. Compensation shall be externally competitive when compared to the appropriate market, internally equitable and based upon individual performance, qualifications required and the complexity, scope and impact of the work performed. Performance should be directly linked to obtaining pay rewards of sufficient magnitude to be valued. Strategically, the compensation system, in conjunction with other human resource strategies, contributes to workplace conditions that support employees at all levels of the university in meeting or exceeding performance standards. Performance management and compensation increases are directly linked with the furtherance and achievement of the university's strategic goals; there should be a strong correlation between the strategic goals of the university and the goals and objectives set by supervisors and their employees. Employee performance is evaluated in relationship to achievement of employee goals and objectives.

4.2 The Job classification system

The job classification system facilitates employee training, promotions, transfers, and other human resources administrative functions.

Please refer to Compensation Terms Glossary, for definitions of many of the terms used below.

The job classification system consists of job families, jobs, positions, pay grades and salary ranges. Some jobs are unclassified; these jobs are not included in the job classification system described here because the job evaluation plans do not adequately evaluate the nature of these jobs.

A job family is a group of jobs involving work of the same nature but requiring different skill and responsibility levels. Jobs at the university have been divided into four different job families with each job family having its own jobs and job descriptions, job evaluation plan, pay grades and salary ranges.

• Job Family 1 consists of administrative support and clerical jobs, including financial, student services, library and bookstore support service jobs.
• Job Family 2 consists of jobs in skilled crafts and trades, protective services occupations, custodial and other services.
• Job Family 3 consists of information systems jobs, electronic and media system technician jobs and broadcast engineering and other technical or computer-related jobs.
• Job Family 4 consists of managerial jobs, administrative jobs and professional and paraprofessional jobs.

A job is work consisting of responsibilities and duties that are sufficiently alike to justify being covered by a single job description. A job may be assignable to more than one employee (i.e., the job of administrative assistant II is held by more than one person, but these individuals are in the same job because they all perform similar duties and responsibilities). A job refers to the combination of duties and responsibilities that are carried out by all persons in that job.

A position is used to denote the unique responsibilities and duties assigned to one employee. In instances when there is only one person with a certain job title or job description, the position is the same as a job. If, however, there are multiple individuals with the same job title/job description, then each individual with that job title has his or her own position. In other words, a position represents a specific person and the unique duties and responsibilities that person performs.

A job description is a summary of the essential duties and responsibilities of a job. A job description identifies the nature of the work that is performed, specific duties and responsibilities, outcomes of the performance of these duties and responsibilities and the knowledge, skill and abilities required to perform the job.

Job descriptions are used for the hiring process, the performance evaluation process, communication between employees and their supervisors about job responsibilities, salary administration and the identification of training needs. Job descriptions serve as a broad outline of the duties and responsibilities of a job. Job descriptions are not restrictive in the sense that they exclude the assignment of other duties and responsibilities; in fact, job descriptions can be expected to change as the work performed changes. It is the responsibility of employees to review and understand the duties and responsibilities of their job as stated in their job description. Supervisors should recognize when the broad outline of duties and responsibilities needs to be updated and work with the office of human resources to revise job descriptions. It is permissible for departments to maintain specific job duty lists or desk job descriptions particular to a position within a multiple-incumbent job.

The job evaluation plan for each job family is used to objectively and systematically evaluate job descriptions belonging to that job family in terms of compensable factors in order to determine the pay grade for each job. During job evaluation, a job is assigned a degree level for each compensable factor in the job evaluation plan based on the amount or extent of a compensable factor that is required by a job. The job evaluation process is based strictly on the minimum requirements and essential duties and responsibilities of a job and not on the level of performance of an individual in a job.

Jobs with similar job evaluation results or points are placed in the same pay grades; a pay grade is one of the classes into which jobs of the same or similar values are grouped. A salary range is assigned to each pay grade. The salary range consists of the minimum and maximum dollar amount that is paid to jobs in a specific pay grade. The salary range is based on salary survey data for the jobs in each pay grade, where the minimum of the salary range approximates the 25th percentile of market pay, the midpoint approximates market pay, and the maximum approximates the 75th percentile of market pay of all jobs in the pay grade.

The job description, pay grades, and salary ranges are used in the recruitment and compensation of personnel.

4.3 Salary administration

No salary change or employment offers are official until approved by the Board of Governors.

4.3.1 Annual salary range adjustments

It is the intention of the university to adjust salary ranges annually to keep up with changes in market pay based upon the availability of funds. Recommendations on salary range adjustments will be made to the president annually by the Executive Budget Committee based on compensation cost indicators, the projected state appropriations amount and other revenue projections for the next year.

If adjustments to the salary ranges result in employees' salaries falling below the minimum of the salary range, the university will adjust employees' salaries to the minimum of the salary range assuming projected state appropriations amounts and other revenue amounts are sufficient to allow these adjustments.

Employees whose salaries fall below the minimum of the adjusted salary ranges because of receiving a small or no annual salary increase due to poor performance will be in Performance Improvement Plan (PIP) status; these employees may receive an adjustment to the range minimum effective the date they are released from PIP status if performance improvement goals have been met.

4.3.2 Annual salary increases

Across-the-board, merit and equity salary increases are normally given annually and are effective at the beginning of the university's fiscal year, July 1 (August 1 for exempt employees with 9- or 10-month appointments). In years when sufficient funding is anticipated to be available, the salary increase budget for the following fiscal year is recommended to the Board of Governors by the president after consultation by the president with the Executive Budget Committee. The annual salary increase for an employee can consist of an across-the-board increase, a cost center-funded increase, and/or a centrally-funded increase. Across-the-board increases are provided to full-time employees as a percentage of base salary. Cost center-funded and centrally-funded salary increases are based on performance or equity, and are distributed on an individual basis by the cost center head. Eligibility criteria based on length of employment are determined annually.

It is the intention of the university that employee salaries fall within the salary range to which the job is assigned. Employees' salaries that are above the maximum of their salary range will not receive annual salary increases, until annual adjustments to the salary range causes the maximum amount of the salary range to exceed the current salary. If an annual salary increase results in a salary above the maximum of the range, the salary increase will be equal to the amount of the increase that takes the salary to the maximum of the pay grade.

4.3.3 Starting salaries

Starting salaries for new employees cannot be less than the minimum nor more than the maximum of the salary range of the job. The normal starting salary should be between the minimum and midpoint of the range. A starting salary above the midpoint may be established with sufficient justification (e.g., scarcity of applicants, outstanding qualifications or market considerations) and requires approval by the division's senior administrator. Starting salaries should be commensurate with the employee's qualifications and related experience and should be confirmed with the office of human resources before a final salary offer is made. Human resources will assist in determining an appropriate starting salary, especially for multiple incumbent positions.

When considering the starting salary of a new hire either through external recruitment or promotion, a review of the qualifications and experience of the new individual is required as compared to others in the same job within the same major cost center to ensure that the new employee is paid appropriately in comparison to incumbents. When the department head and the director of human resources cannot agree upon a starting salary, the major cost center administrator (president, provost, vice president, chief financial officer or chancellor) for the area in which the new employee will be employed will determine the starting salary.

4.3.4 Promotions

A promotion is the selection of an employee for a job that has a salary range with a higher midpoint than the midpoint of the employee's current salary range through the process of posting a vacancy and conducting a search.

Each pay grade contains jobs with similar job evaluation point totals so the pay grade and associated salary range reflects the value of all jobs in the grade. The midpoint of the salary range is a control point and can be used to measure the size of the difference between grades both in terms of salary and the value of the new job based on job evaluation factors, such as knowledge, skill and technical mastery, supervisory responsibility, management responsibility, span of control and impact of the job on the university.

It is the university's policy to bring an employee's salary to the minimum of the salary range for the pay grade into which he/she is promoted, but not above the maximum of the new salary range. In general, the midpoint of the new salary range is considered the market salary for the new job and an appropriate salary following a promotion. The amount of the promotional increase is left to the discretion of the hiring official. However, an appropriate promotional increase will recognize the following criteria:

• magnitude of the difference between midpoints of the new and current pay grades (the percentage change from one midpoint to the other),
• need to allow for future merit and equity salary increases within the new salary range,
• qualifications of the employee relative to the minimum qualifications of the job, and
• salary that would have been offered to a similarly qualified external candidate.

In determining promotional salary increases in jobs involving multiple incumbents, consideration will be given to the salaries of incumbents sharing the job title, with similar qualifications. There is usually less room for discretion in determining the new salary for an employee promoted to a multiple-incumbent job.

The office of human resources will review all promotional increases relative to the above criteria for equity purposes and report their findings to the hiring official for their consideration. Any promotional increase must be approved by the office of human resources before being communicated to the employee.

If a promotion is effective on July 1, the annual salary increase is applied to the salary resulting after the promotion.

Employees who believe they are qualified and who are interested in being considered for promotion to a vacant position must apply to the pertinent posting on the university's applicant tracking system.

4.3.5 Transfers

A transfer is a move to a different position within the same job (an administrative assistant II in department A transfers to an administrative assistant II position in department B) or to a different job (an academic administrative assistant II transfers to an academic administrative I position) that has salary range midpoint that is the same or lower than the midpoint of the employee's current salary range. Transfers occur as the result of an employee's request or through actions taken by the university. Union employees are covered by the transfer procedures established in the Memorandum of Agreement for their bargaining unit.

4.3.5.1 University-Initiated transfers

A university-initiated transfer occurs as the result of an action taken by the administration such as a reorganization or restructuring of a department or unit or the elimination of a position. A university-initiated transfer may also be the result of disciplinary or performance-related actions. Such transfers may result in either a lateral transfer or a transfer to a job that has a salary range with a lower midpoint than the employee's current salary range as defined below.

If the transfer occurs as the result of disciplinary action, the employee's salary will be determined jointly by the employee's new department head and the director of human resources with approval from the major cost center administrator.

1. Lateral Transfer A lateral transfer occurs when the transfer is to a different position within the same job or to a different job that has the same salary range. There may or may not be a change to the employee's salary resulting from a lateral transfer. In most cases, such decision will be solely dependent upon the decision of the cost center to which the transfer is made.
2. Transfer to a Job with a Lower Midpoint When the transfer is to a job that has a salary range with a lower midpoint than the employee's current salary range. The cost center may, at its discretion, offer a lower salary than the employee’s current salary due to budgetary constraints and/or to ensure salary equity within the cost center. If the employee's salary is above the maximum of the new salary range, the salary will be reduced by the amount required to bring the employee's salary below or to the maximum of the new salary range.
3. Vacancy Procedures When the transfer is to a vacant position in the same job or to a different job that has the same salary range or salary range that has a lower midpoint, for which the employee meets the minimum job qualifications, the vacant position will not be subject to the normal university vacancy posting procedures. If the department with the vacancy agrees, the employee being transferred will be asked if he/she is interested in accepting the vacant position. If the employee decides not to accept the transfer to the vacant position, normal university vacancy procedures will be followed. (See Section 3.4, Job Posting)

4.3.5.2 Employee-initiated transfers

An employee may request a transfer upon completion of one year of service in his/her current position and department. This requirement can be waived provided the employee's immediate supervisor agrees with the transfer. To initiate a transfer, an employee must apply to the pertinent posting on the university’s applicant tracking system and be selected for the position. An employee-initiated transfer may result in either a lateral transfer or a transfer to a job having a salary range with a lower midpoint as defined below.

1. Lateral Transfer A lateral transfer occurs when the transfer is to a different position within the same job or to a different job that has the same salary range. There may or may not be a change to the employee's salary resulting from a lateral transfer. Such decision will be solely dependent upon the decision of the cost center to which the transfer is made.
2. Transfer to a Job with a Lower Midpoint When the transfer is to a job that has a salary range with a lower midpoint than the employee's current salary range, the cost center may, at its discretion, offer a lower salary than the employee's current salary due to budgetary constraints and/or to ensure salary equity within the cost center. If the employee's salary is above the maximum of the new salary range, the salary will be reduced by the amount required to bring the employee's salary below or to the maximum of the new salary range.

4.3.6 Reclassifications

The job duties of a position can change over time, and this can result in a reclassification of a position to a new job or different existing job. A reclassification is a change in the pay grade, to which a job is assigned based on job analysis of the essential duties and responsibilities of a job position that has changed over time.

The essential duties and responsibilities of a job or position can change due to many factors, including departmental reorganizations or an evolution of job duties over time caused by changes in technology, regulatory mandates, etc. If an employee or supervisor thinks that the job duties have changed sufficiently to warrant a reclassification review, the immediate supervisor of the job or position within the job can initiate a request for reclassification review of the job by the office of human resources. Requests for reclassification review must be authorized at each organizational level of the division with the major cost center administrator (provost, vice president, chief financial officer or chancellor) authorizing human resources to do the reclassification review.

A reclassification review can result in an increase, decrease, or no change to the grade associated with the job or position within a job. If a job or position within a job is reclassified to a grade with a higher midpoint, a salary increase is encouraged, but not required; the amount of the increase is determined by the department head and approved by the cost center administrator. The employee’s salary must be brought to at least the minimum of the new range. If a job or position within a job is reclassified to a grade with a lower midpoint, the department head and cost center administrator will determine the salary of the affected employee.

4.3.7 Within-grade salary adjustments

A within-grade salary adjustment is a salary increase without a change in grade and can be requested for employees for one of the following reasons:

• Internal equity – may be used to address salary inequities among individuals who are in positions that require similar skills, responsibilities and experience.
• Special market considerations – may be used when there are compelling market reasons for an adjustment.
• Additional responsibilities – a salary increase of no more than 12%, not to exceed the maximum salary of the pay range, may be provided for employees who are assigned significant additional, ongoing job duties resulting from a reorganization or implementation of a new organizational initiative. Subsequent equity adjustments may be needed for other employees within the department. Documentation of additional responsibilities must accompany the PAF.
• Sustained commendable job performance – at the discretion of the cost center, dependent upon adequate budgeting, employees who have an ADP score in the top tier of their cost center for the previous 3 years may receive a salary increase of not more than 12%, not to exceed the maximum of the salary of the pay range.

The department head will determine the appropriateness and amount of the in-grade salary adjustment with input from the office of human resources and approval of the major cost center administrator.

4.3.8 Temporary additional duties

Normally, the addition of new duties to a job does not require a salary adjustment because it is expected that job duties change and evolve over time. If the volume of additional duties causes nonexempt employees to work in excess of forty hours in a week, the payment of overtime and earning of compensatory time-off is considered compensation for the additional work.

4.3.8.1 Differential pay – nonexempt employees

An out-of-grade differential is an additional hourly amount payable for a defined period of time to nonexempt employees who temporarily accept the addition of significantly higher level duties than those consistent with the job description. The out-of-grade differential is temporarily added to the hourly rate to facilitate correct overtime calculations and is not included in the base salary for calculation of annual salary increases.

4.3.8.2 Supplemental pay – exempt employees

Supplemental pay is a monthly amount payable for a defined period of time to exempt employees who temporarily accept significant additional or higher level duties than those consistent with the job description, such as when serving in an Acting or Interim role. The supplemental payment is not added to base salary and is not included in annual salary increase calculations.

4.3.9 Extraordinary circumstances

The president of the university system is authorized to change the salary in hiring, promotion, transfer or other personnel actions or allow a salary to exceed the maximum of a salary range, in circumstances which the president determines appropriate, such as, but not limited to, market conditions, difficulty in attracting and retaining employees or circumstances of inequity. The adjusted salary will be submitted to the Board of Governors for approval in the normal course of business.

4.4 Exempt and nonexempt status

The Fair Labor Standards Act (FLSA) covers such employment matters as hours of work, minimum wage, overtime compensation and other conditions of employment. The university is covered by many provisions of this act. The Fair Labor Standards Act establishes specific criteria for determining which jobs are nonexempt and require pay for overtime hours worked and compensatory time off, and which jobs are exempt and do not require compensation for overtime. All job classifications are determined to be exempt or nonexempt by the office of human resources based on the FLSA.

Contact the office of human resources if an employee or supervisor has a question concerning whether a position is exempt or nonexempt. The FLSA specifically states that neither the employee, nor the employer, may waive the employee's right to be compensated for overtime if the job is classified as nonexempt. Therefore, each supervisor, department head, director and administrator is responsible for ensuring that the FLSA is followed and the university policy for overtime requirements is observed.

4.4.1 Nonexempt employees

Technical, secretarial, clerical, skilled crafts and trades, and service occupations are typically considered nonexempt and are eligible for overtime and compensatory time. All nonexempt employees are required to accurately record their hours worked:

• Full-time, nonexempt employees must complete time sheets and submit them for approval through web time entry (or submit hours worked for departmental time entry) for each pay period.
• Part-time, nonexempt employees must complete time sheets and submit them for approval through web time entry (or submit hours worked for departmental time entry) for each pay period.
• Non-teaching and non-research Graduate Assistants (Administrative Graduate Assistants) must complete and submit a GA Time Record to their supervisor.

These forms are required for nonexempt employees to meet the record keeping provisions mandated by the FLSA administered by the Department of Labor, Division of Wage and Hour.

4.4.2 Exempt employees

Executive, administrative, managerial, faculty and professional positions are classified as exempt and no overtime is paid or compensatory time earned. Because exempt employees are not eligible for overtime, they are not required to keep a record of the hours they work but must report time away from work (leave). Normally, the requirements of positions filled by administrative and professional employees require a minimum of forty (40) hours of work each week.

4.4.3 Deductions from pay

4.4.3.1 Nonexempt employees

Nonexempt employees are paid for actual hours worked each day within the university's workweek and any accrued leave benefits taken such as vacation, sick, compensatory time off or other available paid leave by accurately completing their time sheet. Nonexempt employees must record actual hours worked for each day on their time sheet.

The employee is required to use accrued leave under Missouri State University's vacation, sick leave and compensatory time policies while they are on an approved Family and Medical Leave Act (FMLA). If paid leave has been exhausted during FMLA leave, pay will be reduced by the hours that the employee is absent from work even if the absence is less than a full day.

4.4.3.2 Exempt employees

Exempt employees are paid on a salary basis and, in general, will be paid their full salary for any week in which they perform work. Their pay may be reduced only in the following circumstances:

• Exempt employees who are absent for at least a full day because of sickness or disability will not be paid for that day unless accrued benefits under Missouri State University’s vacation or sick leave benefits are available. An exempt employee's salary will not be reduced if the employee is absent for less than a full day because of sickness or disability. If accrued paid leave is available, the employee must complete an online leave report and designate the type of leave used for the period of the absence.
• If paid leave has been exhausted, pay will be reduced during FMLA leave by the hours that the employee is absent from work even if the absence is less than a full day.
• Exempt employees who are absent from work for at least a full day for personal reasons other than sickness or disability will not be paid for that day. If an employee is absent for less than a full day for personal reasons, his or her pay will not be reduced. If accrued vacation or sick leave is available, the employee must complete an online leave report and designate the type of leave to be used for the period of the absence.
• In order to receive full pay from the university, exempt employees who are absent from work for jury duty or as a witness at a trial should submit their payment(s) for jury duty or attendance as a witness to the office of human resources.
• Exempt employees who violate a safety rule of major significance may have their pay reduced in an amount to be determined by the university as a penalty for that violation.
• Exempt employees may be suspended without pay for workplace misconduct but only in full-day increments. Their pay will be reduced in an amount that is proportionate to the number of days suspended.
• Exempt employees who work less than 40 hours during their first or last week of employment will be paid a proportionate part of their full salary for the time actually worked.
• Exempt employees who believe that their pay has been improperly reduced must notify their supervisor or contact the office of human resources, requesting a reimbursement of salary.

4.4.4 Prohibition on incentive compensation

The university will not provide any commission, bonus, or other incentive payment based in any part, directly or indirectly, upon success in securing enrollments or the award of financial aid, to any person or entity who is engaged in any student recruitment or admission activity, or in making decisions regarding the award of Title IV, HEA program funds. Bonuses may be provided to employees if the bonus is for defined, prospective work unrelated to enrollments, admissions, or the award of financial aid.

4.5 Workweek and work hours

The university workweek is defined as a seven-day period that begins at 12:01 a.m. Monday and ends at 12 midnight Sunday. A normal workweek of 40 hours is established for most employees. Because of the variety of functions of the many departments within the university, there may be differences in normal hours and days of work. An employee starting a new job should ask the departmental supervisor for the work schedule. While the normal workweek of 40 hours is achieved through working five 8-hour days in a workweek, some employees achieve a 40-hour workweek by working four 10-hour days in a workweek. For leave benefits, see Chapter 7 for the policy governing how such employees are paid for recognized university holidays, extra given days, vacation and sick leave. For the university closing policy, see Section 2.15.

4.6 Employee flextime work scheduling

The university supports the principle of flextime for its employees in order to provide for more efficient utilization of the abilities of its employees, better service to the public and improved working conditions for employees. Departments are encouraged to accommodate the reasonable requests of employees for alternative work schedules when consistent with the department's objectives.

Flextime refers to a range of flexible formats that permit employees to choose the times they will start and end work. While employees may request consideration of a flextime schedule allowing for a specific arrival and departure time, approval of the request will be granted only if all policy guidelines and work schedule requirements are met (see Section 4.6.3 below).

4.6.1 Flextime definition and purpose

A flextime work schedule is an alternative work schedule for employees who normally work the eight-hour, five-day workweek, usually from 8 a.m. to 5 p.m.

Flextime scheduling permits employees to select a work schedule that may assist with individual needs. It also provides employees with a degree of flexibility that may improve employee morale; may reduce tardiness, absences for personal business, turnover and overtime costs; and may increase employee, as well as departmental productivity and service.

4.6.2 Flextime work scheduling guidelines

• The first priority for each department is to accomplish its mission. Utilization of flextime scheduling should not decrease a department's productivity, nor adversely affect the operations of other departments, or the services provided for the university, students, other constituents or the general public.
• Flextime must not increase staffing costs including overtime compensation.
• Flextime should be considered by the department only when it can be managed successfully in helping to meet the needs of the employee, the department and the university.
• Any department head who wishes to consider a flextime arrangement must prepare a written proposal for the flextime work schedule and submit it to their major cost center administrator for approval. The department head will forward an informational copy of the approved flextime schedule to the office of human resources.
• All flextime employees must meet the work schedule requirements provided in this policy as listed in Section 4.6.3.
• A flextime schedule shall be established specific period of time and may, upon approval, be the employee’s permanent work schedule.
• The department head is responsible for proper flextime scheduling and for ensuring that adequate supervision is provided for all employees during their work hours.
• Shift coverage may be implemented as required by the needs of the department and is not limited by the flextime policy.
• Flextime is not necessary for the occasional adjustment of the work week schedule to manage the 40 hour work week and minimize overtime for nonexempt staff.
• Flextime should not be confused by supervisors for flexibility in working with employees to accommodate short-term scheduling issues.  Supervisors are encouraged to work with employees in allowing short-term flextime to address specific personal needs (i.e., needing to be present at home to meet a repairman, attending a dependent’s seasonal school activity, etc.).

4.6.3 Flextime work scheduling requirements

• Both full and part-time employees are generally eligible for flextime work schedules, provided that an employee is able to effectively fulfill their job duties and flextime meets the needs of the department and/or university. Before an employee commences working a flextime schedule, the proposed schedule must be approved by the employee’s supervisor.
• Offices shall be staffed and fully operational between 8 a.m. and 5 p.m., Monday through Friday.
• Schedules should include a lunch break for full-time employees. Lunch breaks may be as short as 30 minutes or as long as an hour and a half.
• Starting and ending work times shall begin and end on the hour, half hour or quarter hour.

4.7 Rest periods

The university does not have a formal rest period policy for its employees. Each department is responsible for establishing its own break policy based on the needs of the department. Rest periods, if permitted by a department, are to be limited to 15 minutes, twice per day (one during each four hours worked), with departments ensuring that adequate staff is on duty at all times.

4.8 Overtime pay

The Fair Labor Standards Act establishes the federal wage and hour law governing the payment of overtime. Only employees in nonexempt positions are eligible for overtime pay. Overtime pay is earned based upon hours worked over 40 hours in the university's workweek, a seven-day period that begins at 12:01 a.m. Monday and ends at 12 midnight Sunday. Overtime work is not to be performed at the discretion of the employee. Any overtime work must be approved and scheduled, in advance, by the employee's department head or supervisor. However, employees who are "suffered or permitted to work," whether approved by the supervisor or not, must record all hours worked and are entitled to overtime. Overtime for full-time employees is automatically compensated as one hour of the employee’s regular hourly rate and ½ hour of compensatory time banked for each hour worked over 40 in an employee’s workweek.

An example of an employee "suffered or permitted to work" would include a nonexempt employee taking work home after the normal work day. Although the supervisor must approve the change in schedule and any overtime in advance, all hours worked, with or without supervisory approval, must be reported and are counted as hours worked. Another example is a nonexempt employee who is at work early and/or who stays late. The supervisor must approve the change in schedule and any overtime in advance. These hours also should be recorded and counted as hours worked, with or without supervisory approval. Employees who do not request and/or receive approval for changes in work schedule and/or overtime but work overtime are subject to discipline.

The university may request employees to work overtime due to special needs of the department. Supervisors will give as much notice as possible to employees when overtime work is anticipated. Advance notice, however, may not always be possible. Refusal to work mandatory overtime will be grounds for disciplinary action up to and including termination.

4.9 Compensatory time

When full-time nonexempt employees work more than forty (40) hours in the university work week, the hours over forty (40) hours are automatically paid at straight time and the additional half (1/2) time will be banked as compensatory time. If requested, the additional half (1/2) time that is banked as compensatory time may be paid out in the following month after it is earned, with departmental budgets permitting. Compensatory time off should be taken within the 12 months immediately following the monthly pay period. An employee who has accrued compensatory time off shall be permitted to use such time within the period stated above if the use of such compensatory time off does not unduly disrupt the operations of the department.

Employees may accrue compensatory time off up to a limit established by the university, but in no case may compensatory time exceed 240 hours. An employee who has accrued compensatory time off shall, upon termination of employment, be paid for the unused compensatory time off at a rate of compensation not less than: 1) the average regular rate received by such employee during the last three years of the employee's employment; or 2) the final regular rate received by such employee, whichever is higher. An employee may, at the discretion of the university, be paid for accrued compensatory time off at a time other than termination. Such compensation shall be paid at the regular rate earned by the employee at the time the employee receives payment.

The accrual of compensatory time applies only when the hours worked are in excess of 40 for the workweek. A department head or supervisor may schedule time off for an employee or offset hour for hour during a particular workweek to compensate for excess hours worked during a previous day of the same workweek.

4.10 Pay

Pay is disbursed on the last banking day of the month. Employees will have their pay deposited directly to a financial institution of their choice. The university is required to deduct withholdings for federal and state income taxes, social security taxes and any required MOSERS contributions from an employee's salary each month. Additionally, the university will withhold voluntary deductions for:

• University group medical,
• Dental,
• Life insurance,
• Employee-selected voluntary benefits,
• Participation under the Missouri State Employees' Cafeteria Plan,
• Donations to the United Way,
• Missouri State University Foundation,
• Salary reductions for a university-approved 403(b) tax-sheltered program,
• Salary deferral to the Section 457 Deferred Compensation Plan,
• Union dues to the International Brotherhood of Electrical Workers (IBEW Local 453) or Teamsters Local Union 245,
• Contributions to the Missouri Savings for Tuition (MOST) program,
• Other authorized deductions.

4.11 Remote work

The university supports the principle of remote work for its employees in order to provide for more efficient utilization of the abilities of its employees, better service to the public and improved working conditions for employees. Departments are encouraged to accommodate the reasonable requests of employees to work remotely when consistent with the department’s objectives.

Remote work is a work arrangement in which employees routinely perform their regular job responsibilities away from their primary business location. Remote work may be available depending on the position, the needs of the department, and the ability to perform the work remotely. Remote work is subject to a regular, agreed-upon schedule and may include a hybrid schedule in which the employee works both on-campus and remotely.

Remote work is a privilege, rather than a matter of right or entitlement. In order for an employee to be eligible to work remotely, the employee must have his/her supervisor’s approval, and major administrator approval.

Employees working remotely must have access to and maintain a workspace that is clean, professional, and safe. All remote workplaces are subject to inspection by the University. Remote work employees must work only their designated work hours, report all hours worked (if required), and report all work-related injuries. The employee must ensure that all university information is kept confidential and secure (electronically or otherwise).

Supervisors will coordinate with employees that are working remotely as to the university equipment that may be necessary for the employee to work remotely. Supervisors are responsible for coordinating with the remote work employee to ensure that the employee has all essential and appropriate equipment to allow the employee to perform the essential functions of the job. Employees who wish to work remotely must provide their own home internet service and must have reliable phone service by which they can be reached when working remotely. All other appropriate and necessary equipment will be provided to the employee at the department’s expense. Supervisors are responsible for maintaining a list of university property provided to remote work employees.

Remote working employees may or may not be provided permanent office space at the university. Should the employee need to work on-campus for a brief period of time, workspace will be made available on campus.

Remote work employees must maintain satisfactory job performance and demonstrate the ability to work effectively with minimal supervision. Remote work arrangements may be ended at the supervisor’s discretion if the employee’s performance is unsatisfactory.

Remote work is not a substitute for child or other dependent care. The employee will ensure that dependent care and personal responsibilities will not interfere with or impede the employee’s performance and that appropriate child and dependent care will be arranged for during working hours.

It is not necessary for an employee to meet the above criteria for the occasional short-term adjustment to work location due to short-term personal needs (i.e., working from home while meeting a repairman, working from home to be home with a sick child, etc.) Supervisors may, at their discretion, allow employees to perform their work duties from home to the extent possible and deduct the time they work from their leave taken for the day.