The Current Remuneration And Performance Management Of The Customer Service / Sales Team At Majestic Health And Fitness Ltd

This report illustrates two key HRM strategies used by Coles Supermarkets-Reward Management and Performance Management. The core competence and business goal of Coles are elaborated and the room for improvement have been identified, whereby Reward management and its implementation have been critically analysed to bridge the gap between their operational loss (weakness) and optimum performance (desired goal). Likewise, the method in which Performance Management is used by Coles to lead their employees to work both efficiently and effectively has been analysed. Performance Management is a useful tool to evaluate and ensure employee activities line up with the organisation’s

All employees analyze their environment and strive to be recognized and rewarded for their hard work and dedication they put into the company, in a word they are seeking justice. Justice can be defined as a person receiving what they feel they are entitled to and if they do not receive what they deserve the situation may board on injustice. Unfortunately in today’s society justice and appreciation are not given out to all those deserving (Pinder, 1998). A major problem to address is how to keep the motivation level high in a company when the employees do not feel appreciated.

I believe that it is important to understand that job satisfaction has an impact on job performance. In my personal experiences I have seen management completely oblivious to the concerns of their staff that had a negative impact on job satisfaction. The text cites 300 studies that found that organizations with

Efficient staff members keep companies moving and meeting the needs of clients in business organizations and the human service industry. Supervising staff brings a variety of challenges to make decisions about how to manage, what approach to use with staff and understanding the research to guide decision-making processes. This report will consider the works of Aubrey Daniel’s book, Oops! 13 Management Principles that Waste Time and Money; Dennis Reid and Marsha Parson’s book The Supervisor’s Guidebook plus Motivating Human Service Staff by Dennis Reid, Marsha Parsons and Carolyn W. Green. These books look at management practices from a behavioral aspect. Understanding pay for performance, performance assessment, and feedback are three

By the very nature of its business model, the United Parcel Service of America (UPS) is task- and process-intensive, relying on its employees as the catalysts of delivering excellent service. While nearly every CEO at one time or another has said that their people are their most important assets, UPS lives by this mantra and has the financial figures on their investments in training and intensive programs to prove it (UPS, 2013). In a typical year UPS will spend nearly $300M on training including customized courseware and distance learning programs, many of them oriented towards giving their employees a more solid base for personal and professional development (Emmons, 1995). In conjunction with intensive training programs and high levels of investment in education, UPS also has one of the most advanced and thoroughly subscribed-to employee ownership programs in the Fortune 1,000 today. Their employee ownership program is designed to provide every employee with a very strong foundation of autonomy, mastery and purpose in their jobs, which are the building blocks of long-term learning and motivation (Dwortzan, 1982). The combination of the training programs and employee ownership give each employee a very clear sense of how valuable they are to the company and how critical their role is to daily profitability. The intent of this analysis is to evaluate why the UPS employee reward system is the best

A vital component of increasing staff is a comprehensive and well-structured performance management system. Its intention is to improve the overall organisation, team and individual performances. The lack of this process can result in employee confusion which is brought on when managers aren’t consistent on giving feedback/ messages to employees. Employees can feel discouraged resulting in low productivity due to the fact that employee’s feelings turn to hopeless for managers aren’t monitoring their performance, (Lotich, 2014). Within Ride’n’Rinse, the performance management system will involve improvement of performance, the improvement of teams and individuals and behaviour management in order to allow productive working relationships. Staff

In most management, employee motivation and empowerment is vital to growth of an organisation. In the case study, the company has invested in High Performance Work System (HPWS) that recognises the role of human capital and its value in the operations of the company, thus they deserve appropriate incentives. The senior management protects employees from stress and anxiety through provision of takeover information. This has resulted to flexibility among workers and efficiency that add value by feedback within the organisation.

After analyzing this organization, it is apparent to that job satisfaction should be a priority for management. Job satisfaction can be best understood as a positive emotional state resulting from a perceived satisfaction from one’s job (Locke & Lathan, 2007). Employee satisfaction is an important retention strategy based on the knowledge that a satisfied employee is more effective in completing their duties, more productive, and seldom contemplates alternative employment. Achieving a goal of a high employee satisfaction rate consist of implementing compensation and reward strategies mentioned prior. It should be emphasized that employees, regardless of industry respond in a positive manner to positive recognition. Positive recognition can be achieved with more than compensation and rewards. Creating an atmosphere where employees feel like their ideas and opinions matter can be just as effective as monetary and non-monetary rewards. A routinely exchange of ideas

Almost everyone aspires to be successful; however, most people do not know how to achieve it or clearly define up front what success means. Success is more than just the accomplishment of a goal or purpose; it is appreciating yourself, loving what you do, and enjoying how you do it. Joshua Love, president of Kinema Fitness Center, is a prime example of a successful individual. The purpose of this essay is to determine if his article, Why You Shouldn’t Build a Corporate Fitness Center Without a Strategy, is a reliable source for research. In order for any business owner to be successful, they are required to retain profit from the sales or services they provides. A fitness center business owner determines profitability from the number of members they provide services to. This article discusses the importance of developing an effective strategy to maximize the amount of members for a new fitness center. There are a few issues I found regarding this article; nonetheless, after analysis, I have come to the conclusion that it is a reliable source that I would use in my own research. There are several supporting factors for my reasoning. First is the fact that Love’s accomplishments in the fitness and business field deem him a creditable source for this type of article. Joshua also does a phenomenal job presenting an effective argument that is supported by numerous facts. Another reason I found this article to be a reliable resource is the way the author presents

Back in the day, being a manager was a much more novel task and performance was measured by one’s own accomplishments and abilities. Modern day managers can commonly find themselves doing more and not being able to focus on what is important. As a result they find themselves doing more but in reality getting

As management Justin Milam’s additional responsibilities pertain to the success and quality of services and customer satisfaction, including personal trainers and company administration. As the business grows all staff will be trained on how to fully execute their own duties, work as a team in maintaining a safe workout environment. Both are responsible for customer service ensuring member’s satisfaction

213). As a result, our leadership is left with no effective means of measuring employee performance, establishing personal goals and growth. Moreover, due to our collective bargaining contract, employees expect their raises to be given to them, in place of having to earn them. In a sense, the department has evolved into a freelance culture which lacks the accountability, guidance, and expectations of being united to meet it end goals and objectives, opposite of performance management.

According to Buttle’s staff handbook, Buttle’s believe that “there should be fair recognition and reward for commitment as well as sufficient return to ensure financial investment”. To a certain extent, this is really effective in order to support their objectives which are reaching 25m sales by 2020. This will further create a positive atmosphere whereby staff will be more engaging in order to reach Buttle’s HR Objectives. Analysis of the evidence suggests that majority of staff that were interviewed felt valued and liked working

When it comes to rewarding managers, does top dollar really buy top performance? Experts weigh in on one of the most important issues in business today.

Norman Ride, a gym in the health and fitness industry (NAICS #71394) always encouraged trainers to give a significant amount of attention to the customers’ needs. To compensate employed trainers for the inconvenience of working around the customers’ preferred hours, management has authorized generous bonus pay for extended hours worked. This philosophy has been good for morale, but last year, Norman Ride spent $20 million on bonus pay — $5 million more than it spent on research and development.