Managing Nonmonetary Compensation
Executive Summary
Background and Introduction
Andrew Nelson, an accomplished respiratory therapist, works for Breathing Care Associates, and works out of the local hospital. High turnover, lack of managerial skills, and trying to lower labor costs has lead Drew to work many hours over his normal hours. He is an exempt employee and is not entitled to overtime, but he does get a dollar an hour for on-call services. Andrew has met his maximum “earned time” off and is in need of a vacation, but is denied because of staffing and the unwillingness of his supervisor to pay overtime to the non-exempt employee.
Main Conclusions
Andrew needs time off before he gets too “burned out,” but also needs to make sure the hospital is covered for the time he is going to be off. The concerns of his supervisor as well as his only other employee need to be taken into consideration.
Recommendations
Andrew Nelson is entitled to time off, so he needs to convince his supervisor of other alternatives to getting the time off. It is suggested by the team to hire an outside temporary agency for that week. Not only will Andrew be able to get some much needed time off, but it will alleviate the other employees’ fear of working seven days in a row. It would also be in Mr. Barnes’ (Andrew’s supervisor) best interest. He doesn’t want any more turnovers, especially when he only has two therapists.
Table of Contents
Executive Summary 1 Background and Introduction 1 Main Conclusions 1 Recommendations 1
Managing nonmonetary compensation 2 Introduction 3 Background 3 Alternatives 4 Limitations, Conclusions and Recommendations 5 Hospital Obligation 6
Bibliography 8
Managing Non-monetary Compensation
Introduction
Andrew (Drew) Nelson is an exempt employee and the supervisor of a respiratory therapy department and because of recent turnovers and his bosses demand for decreased labor costs;
Background and Introduction
Andrew Nelson, an accomplished respiratory therapist, works for Breathing Care Associates, and works out of the local hospital. High turnover, lack of managerial skills, and trying to lower labor costs has lead Drew to work many hours over his normal hours. He is an exempt employee and is not entitled to overtime, but he does get a dollar an hour for on-call services. Andrew has met his maximum “earned time” off and is in need of a vacation, but is denied because of staffing and the unwillingness of his supervisor to pay overtime to the non-exempt employee.
Main Conclusions
Andrew needs time off before he gets too “burned out,” but also needs to make sure the hospital is covered for the time he is going to be off. The concerns of his supervisor as well as his only other employee need to be taken into consideration.
Recommendations
Andrew Nelson is entitled to time off, so he needs to convince his supervisor of other alternatives to getting the time off. It is suggested by the team to hire an outside temporary agency for that week. Not only will Andrew be able to get some much needed time off, but it will alleviate the other employees’ fear of working seven days in a row. It would also be in Mr. Barnes’ (Andrew’s supervisor) best interest. He doesn’t want any more turnovers, especially when he only has two therapists.
Table of Contents
Executive Summary 1 Background and Introduction 1 Main Conclusions 1 Recommendations 1
Managing nonmonetary compensation 2 Introduction 3 Background 3 Alternatives 4 Limitations, Conclusions and Recommendations 5 Hospital Obligation 6
Bibliography 8
Managing Non-monetary Compensation
Introduction
Andrew (Drew) Nelson is an exempt employee and the supervisor of a respiratory therapy department and because of recent turnovers and his bosses demand for decreased labor costs;
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