Case 1: Marshall& Gordon Company; Designing an Effective Compensation System
In April 2010, KK BB, the CEO of Marshall & Gordon, a leading public relations firm met with the firm’s leadership committee off-site in Miami. This off-site brought together Marshall & Gordon’s executive committee, practice and regional heads, and senior HR officers to discuss on redesigning the firm’s compensation system. A global advisory taskforce, under the direction of an external consulting firm, had spent three months collecting and analyzing data. Marshall & Gordon hired external specialists to design the new performance management program. The specialists proposed that the senior managers and human resource form a global advisory unit together with Marshall & Gordon partner to represent the firm’s five regions of the firm and lead the design process. The advisory unit surveyed all consultants in February in order to understand their way of thinking about the fairness, worth, and effect of the current performance management system. Majority of the interviewees responded to the corporate surveys implying that the subject was topic was especially exciting to them. Interviews gave insights on present and prospective business plans and direction. The survey also showed that specific focus across certain employee populations should be given. Six current hires from key competitors were also interviewed to comprehend competitor pay practices and compensation program structures. Further focus groups discussions and key information interviews enabled the taskforce’s to understand the needs of certain groups within Marshall & Gordon’s worker population. The survey culminated with the taskforce conducting interviews of 20 partners and principals togeth...
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...king for to advance their interests whilst ignoring values. The model depicts that domination can be inherent to how we organize human behavior. The fact that domination is class based implies that the dominant elites have a tendency to centralize and direct their personal interests, and that administration and government policies maintain and serve the interests of socially dominant elites. Morgan’s metaphor which states that organizations are transformative and can adapt to change is the most applicable to the opening of a new hotel and luxury apartments by the Ritz-Carlton company. The company was set to start a new operation in Washington D.C. Managers had to think about the market, the environment and other relevant issues. This is important because the new hotel and apartments had to be tailored to adapt and transform to meet the needs of the clients.
Determine how innovations in employee benefits can improve the overall competitive compensation strategy of the organization.
...how others perceived them, especially those in power, than doing what was really in the best interest for everyone. These characters were manipulated by brutal puppet-masters that toyed with their strings to get the response that they wanted, knowing full well that all would agree to anything in order to please them. This urge to do what was wanted by those in ascendancy was so great a weight, that values were pushed aside for a chance to glimmer in the light of attention from important figures in society.
Atwood and Wyndham express the nature of power-hungry elites in the extent of their use of shocking and disturbing methods to control their inferiors. Word count: 2, 994
the books and in action. Power, ultimately controlled by the wealthy and elite, shapes the
Social Class and Power Used to Control and to Disrupt William Shakespeare was one of the first to introduce many to the distinct divide in social class and those who where in power. Some of Shakespeare's most famous literatures & playwrights tell the stories and air the dirty laundry of people associated high in power and social class. In William Shakespeare’s Hamlet, Shakespeare gives many examples of social class and power and how they both can destroy and disrupt when greed and unrighteousness gets in the way. He also proves how both social class and power can break, manipulate, and ruin individuals caught up in the dramas of social class and power.
The company Steel Co, which has been established for around 30 years, has been in a steady decline during the current recession and although a Divisional Director has been employed by the owner the fortunes of the company have not improved. The staff is unhappy, unproductive and unimpressed by the Human Resource system that currently exists in the company. The pay structure that currently exists within the organisation has been much debated among employees who feel it is unsatisfactory. The Business Adviser will research Performance and Reward management tools in order to help the company develop a more suitable Performance and Reward system to use. A variety of sources will be used in order to evaluate the system and tools against other organisational frameworks. The pay structure within the company will also be looked at in order to identify any possible changes that could be made.
In order to remain as one of the most competitive organizations in the retailer world, Walmart has to evaluate its workforce performance on regular basis in order to make sure they are performing at the required level. Ignoring or diminishing the importance of performance management can prevent employees and the organization itself, from growing and advancing. It is said that the lack of frequent job reviews and evaluations among Walmart’ employees is affecting the organization overall performance. This week’s case study presents several issues regarding the way they company approaches these appraisals. The purpose of this analysis is to address this problem and suggest a better approach for Walmart
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Boston: McGraw-Hill Irwin, 2010. Print.
Lengnick-Hall M.L.; Lengnick-Hall, C.A.; Andrade, L.S.; Drake, B. 2009. “Strategic human resource management: The evolution of the field.” Human Resource Management Review, 19, pp. 64-85.
Johnson, Sam T. "Plan your organization’s reward strategy through pay for performance dynamics: Compensation & Benefits Review 30, Number 3: (May/June 1998): 67-72
Remuneration management is defined as the sum received for an employment or service delivered, this includes the money received on a monthly basis as well as benefits given as rewards (investopedia,para.1 ). Individualism need to be taken into account when implementing these remuneration structures or reward schemes, equal pay plays a role in balancing earnings among the diverse workforce (Shen, Chanda, D’Neetto and Monga,2009,p.241). The Woolworth’s Holdings uphold remuneration policies which have the purpose of making sure to attract and hold on to the best talent, that they are congruent with the strategies of the company and are the determinants of performance during the short and long phases. The policy considers the board members and the employees. This policy manages employees of the company by giving...
Holland Enterprises is on an innovative planned trend, to invite and maintain the utmost talented employees and to decrease opportunity. The Human Resource Department had the responsibility that has initiated a winning team with a different compensation strategy. The compensation strategy contains of financial pay, and in thoughtful rights of imports and amenities. Holland Enterprise employer’s duties guarantee that their drivers recognize that they are motivation, they obtain the implements they want to be effective in their employment with Holland Enterprises. Their obligation founds an idea and marks accurate potentials.
Organizations are working hard in today’s world of business, not only to remain competitive, but also to focus on stability and structure. Employees are the backbone of an organization. It is becoming more important to offer quality HRM programs to staff, in order to support the retention of trained and experienced staff. Employees have always been concerned with salary however, there is a new focus emerging that looks at compensation as a whole entity. Monetary wages are now just as important as other benefits such as paid time off, medical and dental offerings and retirement. This paper will discuss the importance of the total compensation program which includes many aspects, not just salary. Attention must be paid to equal pay, pay
Although performance is a major objective at top organizations, successfully addressing poor performance is also a key focus. Although many employees feel or dread performance appraisals they are directed to enforce clarity with individual employees day-to-day work-load, performance appraisals develops responsibility while making employees accountable for performance expectations, reinforces future career planning, helps the organization with determining training needs, and provides a stem of documentation for legality purposes. Performance management in detail is much broader than many employers, and employees assume and necessitates so much more. Proficient appraisals should represent a summary of on-going dialogue. Focusing only on an annual performance evaluation leads to misrepresentation of the performance management process in its
Technology and the Internet has made many business functions easier, faster, and expanded the reach of many processes. e-Compensation is one of those processes that has benefited from technology; it has made knowing what similar job salaries and compensation easier to access and for management to determine what it should take to retain vital talent within an organization. This paper will discuss the advantages and disadvantages of web-based compensation tools, how it supports the job evaluation process, the advantages and disadvantages to centralized approach to merit pay programs, discuss integrated analytic features needed for compensation planning and decision support in e-Compensation systems, assess barriers that prevent organizations from realizing the potential of Web-based internal equity tools and propose approaches to overcome those barriers, recommend strategies that HR managers can use to evaluate the quality of market data that they receive from outside sources.