erformance-based rewards are exemplified by the use of commissions, piecework pay plans, incentive schemes, group bonuses, merit pay or other forms of pay for performance plans.
Membership-based rewards would include cost of living increases, benefits and salary increase, seniority or time in rank, credentials or future potential.
案例分析-Case Study
Tom Warner owned a plumbing, heating and air-conditioning business in Montgomery County,Maryland. In the early 1990s, he faced a major problem. His main customers were commercial property management businesses and they wanted to cut costs. In order to do this; these commercial property management businesses decided to end their contract with Tom Warner and hire their own 'handymen'.
Tom Warner didn't want to lay off any of his 250-person workforce. He decided to reconstruct his workforce into territories. He assigned each worker their own territory and told them to operate their territory as if they were running their own business. He put each 'area director' through training in sales techniques, budgeting, negotiating, cost estimating and how to handle customer complaints.
Warner believed that if he had technically superb, friendly, and ambitious employees, they could successfully operate like small-town 'handymen', even though they would be part of a large organisation.
Tom Warner's programme proved to be very successful. The area directors developed a strong sense of pride and ownership in their territories. Each employee was able to schedule their own work, handle their own equipment, develop their own estimates and
advertising campaigns. These were the rewards that each employee desired.
Tom Warner's programed increased the employees' wages. A typical employee working for Warner before he introduced the programme was earning $60,000.In the first year of the programme that employee was earning $100,000.In the second year he was earning $125,000.
From a reward point of view, Warner's employees are extremely happy and Tom Warner's business grew by more than 200 per cent in 24 months.
文学评论-Literary Review
根据由帕特里克,诺琳,迈克尔j莫利写的《爱尔兰的人力资源管理》第三版这本书-According to the book 'Human Resource Management in Ireland' 3rd edition by Patrick Gunnigle, Noreen Heraty and Michael j. Morley:
Schuler (1995) outlines a number of core objectives that a business organisation should have in relation to the reward package that they offer.
Schuler states that in order for a business organisations reward package to be successful it must meet the following objectives:
It should attract potential employees- along with the organisations human resource plan and recruitment and selection techniques the reward package should make potential employees want to work there. The reward package including its mix of pay, incentives and benefits should serve to attract suitable potential employees.
It should assist in retaining good employees- the reward package must be perceived internally by the employees as fair and equitable and it should be perceived externally as competitive. Internally the employees should feel happy with the reward package and they should know that in comparison to other businesses it is a very competitive reward package so they won't want to leave and seek emp
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