...Assignment 2 USA Motors HRM 533 Total Rewards July 20, 2010 Will the incentive plan to reduce absenteeism succeed? Explain your opinion. The incentive plan shows the ability to succeed. Jack Parks is the benefits and services manager, whom did a review of the division’s absenteeism rates for controllable absences, which are absences believed to be of the employees choice. “He finds that the company could reduce this rate from the previous year’s figure of 11%” (USA Motors, 2010, p.9). Parks seems to have ensured that the incentive plan will meet the organization’s needs and hopefully keep the employees motivated. Ten years ago an incentive plan was negotiated between USA Motors and the national union, to pay employess for being absent. “The theory was that by giving workers one week of paid absence against which they could charge personal absences, the company would be encouraging employees to notify their supervisors then they would be out of work, so that arrangements could be made and production could be maintained” (USA Motors, 2010, p.9). The employees found a loop hole in the incentive plan, ”by not charging off any paid absences, they could receive a full week’s pay in June when the company paid off the balance of unused paid absences for the previous year” (USA Motors, 2010, p.9). Parks felt that a need for an improved incentive plan to reduce absentee should be in place. “The plan Parks had in mind entails a standard for the amount of controlled absence...
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...USA Motors Will the incentive plan to reduce absenteeism succeed? Explain your opinion. The new incentive plan Jack Parks developed to reduce absenteeism is, “if a chronically absent employee exceeds the standard, then vacation, holiday, and sickness/accident pay would be cut by 10% during the next six months (Strayer University syllabus, P.8). If worker absence continues to exceed the allowable limits, then vacation, holiday, and sickness pay would be cut during the next six months by the actual percentage of absent days incurred by the chronic absentee”. In my opinion, this incentive plan will work. To me, you have some responsible employees and some irresponsible employees. This may work for those that are responsible that will use their time wisely and understands that they are employed to produce for the company and it cannot be done if they are not there. On the other hand, you have those irresponsible employees that take advantage of every chance they get to try to beat the system. So, for them, they will quickly realize that if they continue the excessive absences, they will lose their time, with no one else to blame. This would probably make them more cautious of taking unnecessary time off and maybe understand the effect it has on the company and other employees. How much absenteeism is really under the employee’s control? Based on a Google definition, absenteeism is regularly staying away from work or school without good reason. There are two different...
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...Will the incentive plan to reduce absenteeism succeed? The incentive plan to reduce absenteeism will probably be successful because it takes from what employees look to the most, their vacation time. The employees had found a way to be compensated for being absent which is not what was intended 10 years ago between the union and USA Motors. That being said it seems that the new incentive plan will be met with great resistance from the emloyees and they will need to roll it out and give employees time to accept the new plan. After all, employees will see this as a “free” week of compensation being taken away. This is a large organization with over 8,000 employees and there will most likely be initial problems with the plan but if you follow the steps of designing a total rewards plan then the program should not go astray. But, it’s a well-known fact that, in any large organization, change takes time. ( Bridgewater Today., 2002). Although it has been labeled high-priority for fall negotiations, it will not happen overnight, organizational culture, changes very slowly. (Schauber, A.C., 2001). How much absenteeism is really under the employee’s control? Unfortunately, there are times when an illness or accident occurs and that is not within the employees control. There could be an on the job accident, and that would fall under worker’s compensation. Workers' compensation laws are designed to ensure that employees who are injured or disabled on the job are provided with fixed...
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...profitability. High costs and low output are diluting the company’s overall financial performance and making them a target for takeover. A decision has been made to focus on improving the productivity of these sites rather than sell them off with the directors committing to providing HR strategy linked in with the organisational goals. It is clear from the information provided in the case study that the Australian issues relate to their human resources. The Production Director has identified that the physical resources are not the issue and with improvements, they could be a highly competitive site. The main issues relating to labour include; high labour costs with low flexibility, excessive penalty rates, absenteeism, unmotivated staff with no financial or promotional incentives to work harder, high trade union intervention, a poor safety record and a lack of leadership within internal management. The trade union representing GM is highly involved, if not in total control, of the human resource operations. They have a loyal following from the workforce and are determining recruitment,...
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...What's wrong with these employees? - Job dissatisfaction by D. Keith Denton Newspaper headlines tell of a growing disenchantment with work, even within organizations many had thought of as well run. Perhaps of even greater concern is the fact that this is occurring not only among employees but also among middle managers, the traditional backbone of American business. Engaging the work force will be a key component of future competitiveness. One example of this disenchantment was noted in a recent Wall Street Journal article (Faludi 1990). Nordstrom, a high-service, high-performance company, is struggling with employee problems. Among the "Nervous Nordies," as employees like to call themselves, there is growing dissatisfaction. The article notes that Nordies are "under increased pressure to work many hours without pay in an environment of constant pressure and harassment that incites employees to prey on each other." This is according to 500 complaints filed with the workers' union and interviews with several dozen employees in stores from Seattle to Los Angeles. The Washington State Department of Labor and Industries concluded that the agency systematically violated state law. They ordered Nordstrom to pay back wages estimated at $30 to $40 million. The article goes on to note that in the high pressure for sales there is a "Darwinian struggle" where thousands have thrived but many other thousands are unhappy. Among other things, complaints include employees having to punch...
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...leading brands then later sold the computers at a subsidized price. The need for growth and expansion brought the issue of computer networking into perspective (Burnes, 2004). It was agreed that the organization should take part in this venture. In the event of effecting a change in any organization external and internal factors must be taken into consideration. At Synergetic, employee dissatisfaction is one of the major internal drivers. The employees have to be positively motivated to ensure that they welcome the changes and they take the initiative to learn new skills to aid the success of the change that was intended. “Morale largely surges when employees are empowered to aid reduce the impact of the company’s products and processes” (National Research Council Canada, 2003). Through incentives and bonuses for the employees they ensured success in one of the internal drivers of change. Another internal driver was better quality of their products in the market. Synergetic solutions had to come up with ways to ensure that what they were giving out in the market was performing at ultimate level. One other internal driver of change was humble financial performances which caused anxiety among employees. The fear that there might be future belt-tightening or company shutdown was a major fear among employees. Among the external drivers for change at Synergetic was the market gap in the networking industry in relation to the company. The market gap was a viable venture and the...
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...WRIT001: Academic Writing (Business Research Track) AY2012/2013, Term 2 Title of Essay Assignment 3: Business Report by Name: Nguyen Huy Phuc Student identification number: G0671469U Group No. G6 Course Instructor: Professor Dawn I declare that this Assignment is my original work and all information obtained from other sources has been cited accordingly. 1800 16% Signature Assignment Word Count (words) Turnitin Similarity Index (%) 06/04/2013 Date April 4 Application of exergames and technology-‐based weight loss intervention in reducing obesity among Great Eastern’s employees and increasing other benefits To Board of Directors Human Resources Manager Marketing Director Nguyen Huy Phuc Table of Contents Introduction ...................................................................
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...UNIVERSITY OF NICOSIA SCHOOL OF MANAGEMENT ORGANISATIONS & HUMAN RESOURCE MANAGEMENT MBAN-609DE IKECHUKWU KINGSLEY NWAFOR R1405D126364 August 10, 2014 Page 1 of 26 Table of Contents GLOSSARY .................................................................................................................... 4 QUESTION ..................................................................................................................... 4 OVERVIEW ..................................................................................................................... 5 HR AS A STRATEGIC PARTNER .................................................................................. 5 A GLANCE AT STRATEGIC HUMAN RESOURCE MANAGEMENT ............................. 7 VARIOUS HR STRATEGIES EMPLOYED BY ORGANIZATIONS ................................. 7 Fig 1 Strategic Framework for Human Resources .......................................................... 8 LOYAL SOLDIER (INTERNAL/COST HR STRATEGY) .............................................. 8 BARGAIN LABORER (EXTERNAL/COST HR SRATEGY) ......................................... 9 COMMITTED EXPERT (INTERNAL/ DIFFERENTIATION STRATEGY) .................. 10 FREE AGENT (EXTERNAL/DIFFERENTIATION HR STRATEGY) .......................... 10 ALIGNING HR STRATEGIES WITH COMPETITIVE BUSINESS STRATEGIES ......... 11 Table 1 Compitetive strategies and HR strategies ........................................................ 11 SHRM & ORGANISATIONAL PERFORMANCE...
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...Organizational Behaviour Book Notes Chapter 1 Learning Objectives: 1. Define organizations and describe their basic characteristics. Organization – social inventions for accomplishing common goals through group effort. * Social inventions – coordinated presence of people or a group of people * Goal accomplishment * Group effort – organizations depend on interaction and coordination among people to accomplish their goals. * Organizations are social inventions for accomplishing common goals through group efforts. 2. Explain the concept of organizational behaviour and describe the goals of the field. Organizational Behaviour – the attitudes and behaviours of individuals and groups in organizations. * The field of organizational behaviour is about understanding people and managing them to work effectively. * The field of organizational behaviour is concerned with how organizations can survive and adapt to change. i. Certain behaviours are necessary for survival and adaptation: 1. they have to be motivated to join and remain in the organization; 2. carry out their basic work reliably, in terms of productivity, quality, and service; 3. be flexible to continuously learn and upgrade their knowledge and skills; and 4. be flexible and innovative. * The field of organizational behaviour is concerned with how to get people to practice...
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...1. Choose three ‘best practice ‘models and outline the similarities and Differences between them . Ans The best practice approach This approach is based on the assumption that there is a set of best HRM practices that areuniversal in the sense that they are best in any situation, and that adopting them will lead tosuperior organizational performance.A number of lists of ‘best practices’ have been produced, the best known of which was pro-duced by Pfeffer (1998a), namely:1. employment security;2. selective hiring;3. self-managed teams;4. high compensation contingent on performance;5. training to provide a skilled and motivated workforce; The best practice approach is based upon the concept that there is a set of best humanresource practices, adoption of which will lead to superior organisational performance.Pfeffer, in Competitive Advantage Through People, listed seven human resource practiceswhich he identified as commonly adopted by successful companies:1. Employment security. This means that employees are not quickly made redundant during periods of economic downturns or poor performance of the organisation as awhole. This is a tactic that fits with the concept of high performance management,which, you will recall, involves careful recruitment and selection procedures, extensivetraining, information sharing and delegation. Such practices involve high expenditure and organisations adopting them would expect employees to stay with them for sometime so that the investment...
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...Analysis of the Case The Division of Environmental Assessments is now a very important governmental unit, because its mandate has been switched from environmental impact assessment to assessment of environmental plans of oil and gas developments. Based on the importance of oil and gas, this division is clearly under pressure to meet demands and expectations of clients. For this reason, the leadership as well as team members working with the division must employ new strategies that not only increase their efficiency, but also encourage them to work together as a team. This paper analyses some of the problems facing the Division of Environmental Assessments, as well as some solutions aimed at improving employee experience. Problems There are underlying problems in the case. The problems must be solved if the division is to play a more complete role in assessment of environmental plans of oil and gas developments. One of the clearest problems is poor employee retention. In the history of the division, it is obvious that employee turnover has not been a serious issue. However, there is now an increase in the turnover rate, and the ability of filling vacant positions is becoming increasingly difficult. From the case, it is evident that within the first month of Jane’s leadership as the Manager of Environmental Assessments, the division has lost one top engineer and one junior engineer. The main reason why employees are leaving the division is that they are receiving more attractive...
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...Compensation and Reward Management UNIT 17 COMPENSATION STRATEGY, STRUCTURE, COMPOSITION Objectives After reading this unit, you should be able to: l appreciate compensation function and objectives; l analyse compensation issues and trends; l assess the characteristics of executive compensation and its determinants; l understand the principles and practices of compensation administration; and l identify the major components of wage structure in India. Structure 17.1 Introduction 17.2 Compensation Issues 17.3 Compensation Function 17.4 Compensation Policies and Objectives 17.5 Compensation Administration 17.6 Compensation Determinants 17.7 Compensation Survey 17.8 Compensation Structure 17.9 Job Evaluation System 17.10 Pay Equity 17.11 Executive Compensation 17.12 Compensation Trends 17.13 Wage Structure in India 17.14 Case Study 17.15 Summary 17.16 Self-Assessment Questions 17.17 Further Readings 17.1 22 INTRODUCTION One of the most difficult functions of human resource management is that of determining the rates of monetary compensation. It is not only complex, but significant both to the organisation and employees. Employee compensation decisions are crucial for the success of an organisation. From a cost perspective alone, effective management of employee compensation is critical because of the total operating costs. Another...
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...sustainable production of green coffee. It created C.A.F.E. Practices, a set of guidelines to achieve product quality, economic accountability, social responsibility and environmental leadership. The company supports products such as Ethos Water, which brings clean water to the more than 1 billion people who do not have access. To date, Ethos Water has committed to grants totaling more than $6.2 million. Not all companies are fortunate enough to practice effective corporate social responsibility. Some senior businesses show significant gaps between their goals and their ability to attain them. Most companies that struggle with corporate social responsibility can't implement real changes that would fundamentally increase efficiency, lower costs, reduce environmental impact and improve reputation with key...
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...Organisation Background During the period of 2008 – 2013, I had the opportunity of working as a senior consultant in a local technology consulting firm in the U.A.E. For the sake of confidentiality I shall be referring to this organisation as “ABC Technologies”. Having around 40 employees, ABC Technologies was one of 13 companies under a mother group, constituting of 3300 employees and a turnover exceeding US1.5 Billion. Their consultants were assigned to projects across 7 different countries, yet the company had no offices outside the U.A.E. Being a relatively small company (in terms of head count and revenue turnover) compared to others in the group, ABC Technologies does not have a dedicated Human Resources Management (HRM) function, and was referring to the Group HRM for all employee matters, including resourcing, learning & development, performance management, and employee rewarding. Being employees in a consultant firm, majority of the consultants had needs that were different from the rest of the employees in the group. The nature of the work mandated the company not only to hire exceptional employees, but to retain them as well. The recruitment process attracted and hired very good consultants, who with time become less productive and efficient due to the way the company rewards them. Employees always complained about gaps between their needs and management offerings. They also felt that the effort they put into the job, especially with the continuous travelling...
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...National American University Harold D. Buckingham Graduate School Certificate of Authorship Date: June 29, 2011 Student: Anissa Douglas-WilliamsAssignment: LP 5 – Final Paper - MotivationCourse: MT6320 – Employee Evaluation and Compensation Number Section Instructor: Dr. Janet Smith By submitting the following written assignment: I certify that: (1) I am the sole author of the following written assignment; (2) I prepared the assignment specifically for this course; (3) I properly cited all sources of information; and (4) I conducted and referenced all research in accordance with the current APA Publication Manual. I acknowledge and agree that my assignment may be submitted to an external service to determine the originality of the work and that it shall be subject to the terms and conditions of such service. I further acknowledge that I am subject to the academic integrity policies and procedures set forth in the university catalogs.Signature: Anissa Douglas-Williams | LP 5 – Final Paper - Motivation | | | Anissa Douglas-Williams | MT6320 – Employee Evaluation and CompensationJune 29, 2011 | | Table of Contents I. Abstract II. Introduction III. Motivation IV. Maslow’s Needs Hierarchy Theory V. McClelland’s Needs Theory VI. Equity Theory VII. Expectancy Theory VIII. Emotional Needs and Appreciation IX. Communication and Input X. Department Retreat ...
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