Case Study : Circle Work

It also characterizes Ricardo’s trust in his workers’ capabilities to make decisions, as well as his firm confidence in the autonomous process. As well, the democratic team idea enables hiring and firing of both supervisors and workers by a democratic vote.A significant part of Semco’s realization is the investment of employee’s energy via research and development process. It has adopted a radical means of employee motivation, in which employees receive approximately one-quarter of the total profits irrespective of their divisions. This profit-sharing plan has been the primary cause of the large company’s profitability and enables employees to accomplish high targets in their projects. In addition, Semco profit sharing plan involves a democratically elected committee that develop and employ the program, as well as distributing profit-sharing funds (Maresco and York, 2005). The organization is partitioned into small teams operating somewhat autonomously of others but in a coordinated manner with high productivity while keeping workers satisfied and motivated. The management style of Semco Company is re-defined, shifting from classified to business unit approach with teams as the fundamental. Teams jointly decide what requires to be done and who will be accountable for what tasks. In fact, the

It is essential to have teamwork within a company. Companies who have embraced the concept of teamwork have reported increased performance in work production, problem solving and it has stimulated new growth. This group project approach has improved employee morale and increased input when managed correctly. The benefits of teamwork can make a positive effect in the company that incorporates this type of teamwork approach.

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.

3. Total Rewards Strategy – This structure is very complex, yet comes with a lot of flexibility to allow for growth and internal satisfaction. The pitfalls with this structure come with the implementation, which could be treacherous and difficult to convey to our employees.

This report examines 3 different compensation systems that our company can develop and enforce within our company for our employees. Compensation is the most important and rewarding factor for employees, so a thorough and thoughtful approach should be taken as we think about changing the way in which this company rewards it's employees for the work they do for us each and every day.

To reinforce goals set and achieved company 's use pay, benefits, promotions, and training to increase employee performance (Stringer, 2006). One of the most powerful tools to increase employee performance is through profit sharing. In profit sharing, the company, in addition to giving employees wages they receive a share of the businesses net profit. France has used

Management could abolish the Scanlon Plan and advocate an individually based incentive plan. Workers would earn bonuses according to their personal performances. This would be a great extrinsic motivator for employees but this would lower the intrinsic value. Additionally, the free rider problem and equity theory could be solved. However this plan does not reward teamwork and this would cause conflict between

Have a one-on one meeting with the employees and leaders of the departments that are not meeting expectations to provide additional training, corrective actions, or otherwise work together with that particular team to develop a plan to improve, which would further empower the teams (Newstrom, 2015). For the teams who are meeting production goals in their department develop a rewards and recognition program so that the department or specific employees who have gone above and beyond could be recognized. This monthly awards and recognition program could replace the monthly financial bonus by providing another type of motivational and reward factor, which could be understood through the Equity Model, in which the employees would still see reward outcomes from their monthly inputs, in addition to the potential of a financial bonus (Newstrom,

A well-articulated compensation philosophy drives organizational success by aligning pay and other rewards with business strategy. It provides the foundation for plan design and administration and anchors current and future plans to the company's culture and values (Kaplan, 2006, p.32). Recognizing and rewarding achievement is the cornerstone of the company A’s compensation philosophy. The mission of the company is to attract, select, place and promote all individuals based on their qualifications. The company believes that performance-based compensation helps attract, develop and retain talented professionals. In addition to base pay which based upon local market conditions and targeted to be above market, the company provides the following types of potential compensation to reward performance:

In the workforce, employees turns to be more involved in the successful results when they know that they will share in the rewards (Wilkinson, 1992). There have to be a well established incentives for better creation of ideas and efforts which would lead to increased business. Rewards allows employees to see themselves being valued and recognize their involvement in the business. Employees' morale and motivation is boosted and the staff progress on with higher level of creativity and

Phoenix, T. (2006). Rewards Transformation: Understanding the Internal Total Rewards Marketplace. Benefits & Compensation Digest, 43(9), 1-14.

71). It is believed that profit-sharing really helps build assets in various ways and employees desire to feel as if they are being sufficiently compensated for the function they are accomplishing for the organization. According to research developed in the case study, it can be in the company’s greatest interest to assist employees in building assets, because personnel were more expected to finish out the year if they understood it would guarantee them a bonus (Contemporary issues in human resource management: Case Studies, 2011, pg. 74). Likewise, the analysis discovered personnel would be encouraged to work harder if they anticipated a profit on their efforts by warranting bonuses that amplified in relation to their efficiency (Contemporary issues in human resource management: Case Studies, 2011, pg. 74).

The effectiveness of a total rewards program is determined by the specific practices organizations use. However, the process of implementing these programs is laden with challenges. As such, an organization ignores these challenges at its own peril. This paper seeks to recommend changes to the Burlington Coat Factory’s total rewards program and provide plans for communicating these changes in addition to the risks and opportunities emanating from these reward programs.

Many organizations today believe that the use of work teams will allow them to produce better products and provide better services, faster, and at lower costs. Using a work team approach can reinvigorate productivity and service provider motivation, and better position an organization to deal with a rapidly changing environment. However establishing effective work teams is not something that comes easy. Though, the benefits of effective work teams within an organization are very substantial, it takes alot of hard work and dedication on the part of management and team members to develop, implement and maintain effective work teams.

Reward Management (RM) has been defined as the distribution of monetary and non-monetary rewards to employees in an effort to align the interests of the employees, the organisation, and its shareholders (O’Neil, 1998). In addition O’Neil (1998) also suggests that a RM system can serve the purpose of attracting prospective job applicants, retaining valuable employees, motivating employees, ensuring legal requirements relating to direct and indirect rewards are not violated, assisting the company in achieving human resource and business objectives, and ultimately assisting the organisation in obtaining a competitive advantage.