Case Study: Yahoo ! Inc.

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Yahoo! Inc. is like Apple, Facebook, Google, and Microsoft, one of the largest IT companies in the United States. The company is located in Silicon Valley, California and was founded in 1994 by two former Stanford students pursuing their PhD, called Jerry Yang and David Filo. Since then, the company has managed to shape the world. Its mission is to help users find what they’re looking for on all devices. Indeed, it has managed to transform the company into a conglomerate of the internet, owning plenty of different websites, ranging from weather websites to calendar sites. In 2013 the 12,200 employee-strong firm managed to earn a revenue of USD 4.68 billion, with a net operating income of USD 590 million. However, due to strong competition …show more content…

She has one goal: bring the company back on track. Hence, she started various changes to the firm, and also to the management performance system, which will be deeply reviewed in this research. http://www.statista.com/statistics/266253/yahoos-annual-gaap-revenue/ 2 Review (600 to 660) Before Marissa Mayer arrived, the firm’s culture had been described as “toxic” due to a screwed up board dictating decisions from the top to the lower levels of the organisation. The employment rankings were low and have however reached a significant high. Marissa Mayer implemented various changes, especially in relation to a performance appraisal system and the rewards strategy. Write more about this one: http://www.forbes.com/sites/ericjackson/2012/09/10/yahoos-culture-problem-its-already-fixed/ 2.1 Performance Management/Appraisal System (300) – 428 …show more content…

The first one describes a person’s physiological basic needs. In this case, it would be an appropriate salary. Relatedness needs on the other hand relates to an individual’s tendency to strive for recognition by its peers. Growth needs on the other hand are the person’s aspiration to advance and excel in a certain field. Managers of Yahoo! need to understand that especially the first two needs must be fulfilled at the same time so employees are able to focus on personal growth, which will then improve overall productivity. Daniel Pink (…) believes that certain incentives only work if the nature of the task is equivalent. For instance, some kind of incentives won’t work in case the task requires creativity (Entrepreneur Launch Pad, 2013). Dan Ariely and Sam Glucksberg argue that tasks that require creativity, autonomy, and speed, should not solely focus on a higher pay, but also on autonomy, desire to improve as well as desire to do something that is important, which can be classified as intangible incentives.

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