Alliston Instruments 2

How this system works is employees are paid a standardized salary which entitles extra benefits and or bonuses on the side. The main focus of benefits is to focus on stability, health, wellness, and lifestyle. These benefits are there to make the employees life’s more comfortable and enjoyable, not necessarily cash incentives. However, there are cash incentives offered as-well. Incentives are the drivers of employee performance, as short term incentives are cash bonus based on performance, or rather long term incentives being stocks in the company you work for. How we will implement this is through transferring your average paycheck to a salary. Meaning a 40-hour work week at 11.40 is $456 a week before deductions. The math equates to a base salary of 21,888. From there employees will be able to receive benefits or incentives based upon work efficiency. We will have assigned goals to achieve by set deadlines to determine employee efficiency. All employees in this system are inclined to do more work at a more efficient rate since they are now being rewarded further than their salary or prior their hourly wage. This business function being salary based with incentives and bonuses will take a greater toll on management. Management will be deemed in charge of bonuses and benefits. It will be their responsibility to determine whether said employee deserves certain benefits or certain incentives based on their work efficiency. As management takes on a heavier role in the company it is better for the greater good and is a sacrifice they will have to be willing to

Each employee will be paid based on their capabilities rather than on the characteristics of their job. This will provide an incentive for employees to develop their skills and move into other roles.

JJ has complained on behalf of the performance measurement system because currently his bonus is based off of production cost being less than 43 percent of sales. JJ believes that the production facility is operating as efficiently as, if not better, than it has before the expansion. Due to this performance measurement JJ’s ownership when from 25 percent to 8 percent and he is losing bonuses and annual dividends.

PHT has a very competitive performance measurement and incentive system. They make sure their employees are well compensated for their hard work and dedication to the company. PHT has a performance and incentive program that is based on the CSI an ESI. Even though, not well defined, employees who perform well based on the CSI and ESI are entitled to semi-monthly and monthly bonuses. All of the bonuses offered are formula based, for example, the sales representative and the assistant

Henderson printing is a mid-level company. The company operates some compensation models for its personnel. Through these models, the employees receive rewards for the labour they render to the enterprise. Henderson printing pays its employees by giving them regular salaries for their services. These are direct payments for the work they do in this company. Secondly, the employees are given pay raises even though this depends on the employee’s initiative to ask for a pay rise from the owner (Davis, 2013). Lastly, the employees are also accorded some merit bonuses every Christmas time. The merit bonuses are based on their contribution to

From a total rewards perspective, the reorganization allowed the company to develop ways to improve the satisfaction of its employees. Linking pay to performance and other compensation incentives was an asset when recruiting talented technology professionals to come in and build

Duplox Copiers Canada Limited is experiencing several severe issues that are affecting the profitability of the firm. The main issues at DCCL are: employee turnover is increasing, employee morale is low, and customer satisfaction has dropped while customer complaints have increased, and ultimately the biggest issue is revenue and profits have both decreased. From analyzing DCCL, it was determined that several strategic issues, including the current reward and compensation system, are having negative effects on employees, management, and the organization as

Production line workers are the employees who are usually doing their work by hand or in this day and age, running the machine or equipment to make the products. In this particular case, Canada Chemicals Corporation utilizes their production employees by producing industrial chemicals. These production worker’s jobs are a lot more complete then other production level workers employees as they usually have plenty of skill, knowledge and experience, and have high educational background. In order to reverse recent challenges with production and sales, I have composed a compensation package for these employees that will motivate them intrinsically, and focus on rewards that are extrinsic.

Base pay will be determined according to the value of the skills and competencies an employee has acquired on the production floor, there will be the incentive for skill development as employees base pay will increase as their skill proficiencies enlarge. This will also create mobility between jobs in the organization as many members will be proficient in numerous jobs.

Currently Alliston is facing intense global competitions and shortened product life cycle. Alliston’s margins are slipping and unit of production cost is higher than industry. There is a growing unrest in workforce that is causing the reduction in product quality and employee productivity. A key solution to this problem is to generate employee cooperation by implementing an effective group performance plan to meet firm’s overall goal. For this reason, I would recommend the gain-sharing plans.

Harburg Ltd. Epic Ltd. 20 27 9 13 14 25 29 28 22 30 10 30 4 5 6 11 28

Capstone Q1-Industry Benefits Comparison: As stated above, the method used for the industry employee benefits package comparison was a comparative analysis. To organize the data it was broken into themes and coded. Presented here are the five resulting tables, including a short data analysis for each. In addition to the listed tables, a scatter plot figure was added for visual representation of the assigned values totals for each company, including every category; however total scores will be announced later.

How an employee performs throughout the year is rewarded each year they remain at FastCat. This reflects the company objective to implement a point system based on level of education, skills and experience, performance, accountability and customer interaction, which will attract and retain qualified and talented individuals to represent our company. The following table displays the recommended merit increase for each year. Though all employees are included in the merit plan, they do not receive the same pay. This plan encourages employees to continue to strive for excellence by attaining higher levels of education and increasing their skills. If workers fail to meet any requirements in a year, they can see where they need improvement in order to increase their base pay. Those that far

Our solution to this ongoing problem that Engstrom Auto Mirror Plant is facing is firstly, clearly outlining their calculations for each individual’s yearly bonuses — ones that should specifically be a result of employees reaching a certain quota of production. This aids in eliminating distrust within the company to ensure employees that the company is fairly and regularly awarding bonuses for their individual work, which in turn will improve their productivity, according to the equity theory. Also, since they know that their efforts will certainly lead to a reward, they will be more motivated to work, according to the expectancy theory. In addition to this, employees who exceed the certain quotas of production or show significant improvements

The salary structure is inconsistent with people carrying out identical jobs having pay differences of up to £3,000 pa. This may cause friction within the team. Even when the company promotes an incentive bonus scheme for the production staff, the targets have not been met. And so the bonuses have never been paid. We do not know from the information given whether the targets are unrealistic or the workers do not see the scheme as being worthwhile. The production workers seem to be on a different path to the company’s.