Case Analysis The Best Laid Incentive 
Case Analysis of “The Best Laid Incentive Plans”
Pamela Saulsbury
Mercer University
PMBA
Dr. Faye Sisk
August 1, 2014
Background Summary The Best Laid Incentive Plan is a case analysis depicting organizational behavior and performance appraisal management. Rainbarrel Products is a loosely ran consumer durables manufacturer. Within the last ten years, Rainbarrel Products has shown difficulties rebounding from a sluggish economy. The CEO, Keith Randall, once described as “aspiring” and “innovative”, has allowed the company to fall victim to a downward economy due to the recent lax in leadership. In addition, Rainbarrel is not adjusting to the decrease in consumer spending in comparison to their competitors; however, this is the least of the company’s problems. In efforts to save Rainbarrel from continuous distress, Randall hires Hiram Phillips as the Chief Financial Officer (CFO) and Chief Administrative Officer (CAO). Hiram generates changes in the company which yields great numerical results. Hiram’s strategy includes cost cutting the budget, reduction in staff as evidenced by cost reduction in labor, restructured sales incentives, changes in customer service procedures, and changes in the shipping process. Phillips is very proud of his success and is eager for the Corporate Executive Council (CEC) to hear his progress. Sally Hamilton and Frank Ormondy, consultants with Felding & Company are solicited by Phillips to perform baseline metrics to be tracked and monitored in a year’s timeframe. The consultant’s findings are revealed and everything seems to lean in Hiram’s favor; however, after the meeting, the tide turns. Randall approaches Phillips regarding unsolicited information from other members of the council pertaining to the metrics Hiram has in place. Phillip makes overwhelming changes to the current organization’s systems, procedures, and processes resulting in negative feedback from
Pamela Saulsbury
Mercer University
PMBA
Dr. Faye Sisk
August 1, 2014
Background Summary The Best Laid Incentive Plan is a case analysis depicting organizational behavior and performance appraisal management. Rainbarrel Products is a loosely ran consumer durables manufacturer. Within the last ten years, Rainbarrel Products has shown difficulties rebounding from a sluggish economy. The CEO, Keith Randall, once described as “aspiring” and “innovative”, has allowed the company to fall victim to a downward economy due to the recent lax in leadership. In addition, Rainbarrel is not adjusting to the decrease in consumer spending in comparison to their competitors; however, this is the least of the company’s problems. In efforts to save Rainbarrel from continuous distress, Randall hires Hiram Phillips as the Chief Financial Officer (CFO) and Chief Administrative Officer (CAO). Hiram generates changes in the company which yields great numerical results. Hiram’s strategy includes cost cutting the budget, reduction in staff as evidenced by cost reduction in labor, restructured sales incentives, changes in customer service procedures, and changes in the shipping process. Phillips is very proud of his success and is eager for the Corporate Executive Council (CEC) to hear his progress. Sally Hamilton and Frank Ormondy, consultants with Felding & Company are solicited by Phillips to perform baseline metrics to be tracked and monitored in a year’s timeframe. The consultant’s findings are revealed and everything seems to lean in Hiram’s favor; however, after the meeting, the tide turns. Randall approaches Phillips regarding unsolicited information from other members of the council pertaining to the metrics Hiram has in place. Phillip makes overwhelming changes to the current organization’s systems, procedures, and processes resulting in negative feedback from
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