When Salaries Aren T Secret

Q.1 – Briefly describe the dilemma presented in this case study. Who are the key players and what are some of the antecedents that have led to the present problem? Ans. When the best manager, takes certain actions which go against the core values of the company, it becomes really difficult for the management to make a fair judgement. They are stuck in a dilemma of what would be a better judgement. As a leader, it is very important to be fair and impartial to your team members. And so is the dilemma presented in the case, Bob’s Meltdown, Nicholas G. Carr. The key players in this case are1. Annette Innella 2. Robert Dunn 3. Jay Nguyen Annette Innella is the Vice President, Knowledge Management at Concord Machines. She was recently hired by

In this case, there are few symptoms clearly stated that something has gone wrong for this company. These symptoms can be classified into two main areas; one is the negative feedback from the customers and another one if from its own employee’s job dissatisfaction.

This company is currently facing financial issues predominantly due to the fact that there is no real structure in the company for anything. For example, the CEO makes all decisions himself, though decisions are based on his current temperament at the time (Long, 2010, p. 512). When an employee wishes for a wage increase he does more often then not grant it, however rather than conducting an employee evaluation his decision is based on his mood, and/or how wells he knows the employee and their family circumstances (Long, 2010, p. 512) As a result, this has lead to pay inequity as all employees receive a different wage regardless of whether or not they perform the same job, have different credentials, and/or experience; furthermore this company is highly lacking distributive justice. Additionally, it also appears that there are no clearly defined roles within the company. For example, the firm has few supervisors, and because their roles are not clearly spelled out they often end up contradicting each other (Long, 2010, p. 512). Similarly, there is no system for scheduling production; thus these factors add to the company’s financial crisis, because there are no efficient processes in

Executive pay – excessive pay for top executives is one problem that will not go away. It is a response to public concern about pay rises that are unrelated to effort, plus a number of high-profile cases of failed executives getting pay-offs of up to US $100 million and others having stock options backdated to give them a share of earlier capital gains. This at least tells shareholders exactly what their top executives are earning.

Although she signed a contract with her employer that she would not discuss pay rates, just before Ledbetter’s retirement an anonymous individual slipped a note into her mailbox listing the salaries of the men performing the same job.  In spite of the fact that Ledbetter had received a Top Performance Award from the company, she discovered that she had been paid considerably less than her male counterparts.

* For the expatriate U.S Americans, however, it was not part of the company culture to reveal explicit salary information. Salary information was considered personal and confidential. Most felt that revealing salary information disrupted the family climate of the organization. Instead, the Americans expressed faith in the system of assessment and reward allocation.

According to my analysis, the problems are distrust between the managers and employees and unfairness of rewards between the employees and supervisors. In order to keep productivity and profitability of the plant, it should resolve the issues urgently before the situation deteriorated further. I recommend the option two is better for Bent to deal with these problems for the plant. Firstly, communication is the most important factor that affects the relationship between managers and employees. If the managers could listen advices of the work in time from their employees, it not only will be more easier to handle the existing problem in the company, but also will improve the relationship between managers and employees because the staff feel the company takes, to respect and to trust them, feel oneself is in enterprise's one, and they can have the confidence and the sense of responsibility for the development of their company. Secondly, it is to give the appreciation by managers to employees frequently that will improve the employee morale because they will feel more attached to their company. As the result of this, employees will devote to their work without any complaint. Consequently, because of the improvement of relationship and employee morale, the efficiency and productivity of company will improve with the efforts of all staff and give them corresponding reward. Although the first option is probably to resolve the crisis

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.

Working for the City of New York we are encouraged to never discuss our salaries with co-workers. Many are hired at the rate they are presented at the time of initial employment, but once they begin working and other employees of the same level discuss salaries some start to compare themselves to others and think they deserve what their co-workers are making or more. Workplace salary jealousies are defiantly rooted in relativity thinking. Ariely states that relativity is the tendency to estimate the value of things according to how they compare with other items.

When the public sees a salary that they consider to be too big; they are usually looking at only half of the picture. It is impossible to look at just the salary, without taking any other factors into consideration. One must look at the amount of earnings, compared to the profits of the company. For instance, Robert Allen, who runs ATT, was recently pointed out by 60 Minutes as being an overpaid executive. Their major problem was that he had been responsible for laying off 40,000 employees, while still managing to give himself a large pay increase. At first glance, this situation may appear to be one involving a greedy and overpaid executive. However, upon closer examination, it proves to be much to the contrary. The situation wherein the 40,000 employees were laid off was not a matter of getting rid of people for an unfounded reason. It was more a matter of getting rid

This paper will mainly focus on the analysis of “Gravity Payments of CEO Dan Price cuts his salary to raise staff pay” with the servant leadership theory. In the following paragraphs, except a brief summary of the issue, it also includes the application of the theory toward to gain new insights of looking at the issue and recommendations for leaders in the servant leadership.

Lastly, company may showed the sign of losing trust of employees. According to worker union news, employees in blue scope requiring higher pay eventually go for a strike.

Make moral judgement: To avoid these issues employees should collect information by investigating within other production factory, compare the salary status with them and raise the voice at top level management.

Firstly, according to the needs theories, “behavior as being directed toward the satisfaction of human needs” (p.166). Salary is one of the employees’ needs, but not all of the needs. As Maslow 's Hierarchy of Needs (1943) stated, people has different kinds of needs which motivate human behavior, such as physiological needs, safety needs, love needs, esteem needs and self-actualization. High payment could satisfy the physiological needs, but when an employee is satisfy with his/her salary, he/she will pursue other levels need, such as

The CEO had clearly stated if the culprit does not step up and take the blame, the salaries will but reduced for about a year. Instead of saving everyone’s financial position, you choose to help the person who is guilty of the crime, will be unethical and dishonest of you.