Company Analysis : Canada Chemicals Corporation Essay

In this report, I am researching PepsiCo Canada regarding their business strategies, strengths and weaknesses, company culture, and company health to determine if it is a prospective employer for TRSM graduates.

Since there is little or no difference between the salaries increases of employees who meet production goals and those who do not, some employees have said they are not motivated to achieve the goals, even if they are capable of doing so. The company must ensure that employees meeting company goals are rewarded with bonuses, salary increases, or other incentives that are greater and more appealing than those received by employees not meeting the goals. The company could further differentiate the

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

The practice over overpaying company CEOs in contrast to the general employee population is not considered a valid reward distribution system. As reported in the “The State of Working America”, the ratio between CEO salaries and average company wages was approximately 19.2 to 1 in 1965. In 2011, this ratio was nearly 220.2 to 1 (Mishel, Bivens, Gould, and Shierholz, 2012). Per Mishel, Bivens, Gould, and Shierholz (2012), this ratio has experienced a 177.15-point decrease from the year 2000, when the

Columbia Plastics division of Fraser Company, the major manufacturer of skylights in the Pacific Northwest, is facing a severe competition from Vancouver Light which has just announced a further price cut of 10%. Alice Howell, president of the Columbia Plastics is unsure of which options to implement – 1) cut the prices at a level that just cover the costs, or 2) continue the current pricing policy and lose market leadership. Fraser is facing the erosion of its market share.

If the current pay structure remains in place, it tends to demotivate workers, and production and its quality will be affected. The current policies must change. Corporations should begin to chart new plans to reduce the compensation gaps between their CEOs and the ordinary workers. The world is changing every day for the better. Wages of employees are lower than in 10 years ago (Mishel, L., Bivens, J., Gould, E., & Shiertholz, H.

Because of their compensation sets the pattern the criticism particularly focus on the CEO’s high pay as well. Just like the previous criticism, there are current complaints which focused on at least two issues: Executives are paid too much and because the connection between executives current incentive-pay schemes are flawed. Because of these issues the company performance at best is mixed and at worst has led to a series of dysfunctional behaviors (Lorsch & Khurana, 2010). As the pay gap between chief executive officers and American workers of public companies grow; the question has aroused as to what drives the pay of the CEO’s and what’s behind the disparity. It is a known fact that it is a big disparity between the pay of other worker and the CEO pay in corporate America but what is the reason this disparity exists? The first major justification is an incentive for performance that is put forth by corporations; this helps explains the CEO pay level. They thought in order to attract the right candidate who will impact the performance of the organization is that they have to pay big. If this happens the shareholders of the company can get a better return on their investments. What has been justified as compensation for executives is to provide them with some form of stock grants as a form of incentive with

In this study the CEO of ABC manufacturing sought to understand the difference in pay for

Reward and recognition systems must be adaptable to the changes at the speed of the business, as well as adjust to the existing business climate. A good reward and recognition program should have the capacity to motivate employees while aligning its goals to those of the organization. This program would essentially involve creating a balance between the remuneration of employees and acknowledgement of a job well done while optimizing competitiveness and getting good return-on-pay-expenditure. It is imperative that a clearly or properly thought-out strategy is articulated reflecting the requirements and needs of the organization, as well as its population especially considering the cost of the reward and recognition programs in the

What better way to drive people to work harder and more efficiently, you may ask, than to offer them a special carrot: more money for hitting specific company targets? The idea seems perfect. Studies have shown time and again that pay represents one of the most important factors involved in retaining qualified employees, it is little wonder that there has been a great deal of attention focused on how best to compensate employees for their performance in recent years. Moreover, because employee performance and productivity is inextricably related to organizational profitability, these issues have assumed new relevance and importance in the current economic

Caterpillar Incorporated is the world’s largest producer of construction and mining equipment, diesel and natural gas engines, and industrial gas turbines. Caterpillar's headquarters are located in Peoria, Illinois, United States. The company operates in three principal lines of business: machinery, engines, and financial products. The machinery segment includes the design, manufacture, marketing, and selling of all kinds of machinery such as; tractors, forestry and mining machinery, off-highway trucks, and paving products. The machinery segment also includes logistics services for other companies. The second business segment that Caterpillar operates in is engines. This includes the design, manufacture, marketing, and

All organizations must remunerate their employees for their time, effort, and contributions to that organization. How an organization chooses to structure their compensation system is a complex process, which requires a significantly more methodical decision-making process than simply picking an arbitrary hourly wage. There are a number of pay models that organizations can utilize to accomplish this objective, ranging from a simple salary and benefits package based on the job content of the position (Milkovich, Newman, & Gerhart, 2016, p. 142) to a more complex structure that bases wages on the knowledge and skills an employee brings to a particular position (Milkovich, et al., p. 174). One of the more complex compensation plans is that of pay-for-performance. This paper sets out to define what a pay-for-performance compensation policy is and then will identify how the unique business strategies of an organization will affect how that policy is implemented.

The stories of evidently mind boggling CEO pay never stop; every year conveys another bundle of plausibility to parade as tests of private undertaking miss the mark on control, yet the matter of CEO pay is not exactly the same as some institutionalizing sentiment what society considers sensible. Despite the likelihood that judicious money related pros may agree that CEO pay appears to be unequal, they can wander back and examine for reasons why current compensation levels may be magnificently shrewd in a business division sense. What turns out finally is something of a hung jury: An expansive number of segments make it difficult to check whether CEO compensation is systemically uneven and inefficient, and for whom or to what result. Most

Tesoro Corporation operates in the Oil and Gas Refining and Marketing sector within the United States. This is actually a sub-industry, making up ten percent of Oil, Gas, and Consumable Fuels, which is—generally speaking—one of several sectors of the energy industry. The industry codes for Petroleum Refining are 2911 (SIC) and 324110 (NAICS). The way firms generate revenue in this industry is by purchasing crude oil for a low price, refining it, and then selling the product for a higher price, primarily at gas stations to customers who drive passenger cars (Figure 1). The refining operations are known as “upstream” processes, while the marketing portion of the firm is its “downstream” operation. Tesoro does not actually proceed so far “upstream” that they actually drill for oil, however.

Founded in 1994, Euronet Worldwide, Inc. (EW) provides secure financial transaction solutions globally. Its three main business segments include Electronic Financial Transactions (EFT), Prepaid (epay), and Money Transfer. As a leading provider of electronic payment solutions, EW allows Financial Institutions, Retailers, and Service Providers to serve customers, both locally and globally with convenience and simplicity.