the retail chain market. The company is organized into two main departments: the bag-making and maintenance departments. Plastco’s classical managerial style heavily influences the company’s culture and values‚ employee and labour relations‚ and compensation system. The maintenance department staff ensures the bag-making machines are regularly serviced and maintained in proper working condition. But it is the bag-making department where Plastco is experiencing poor employee relations and low job satisfaction
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’s Wrong with Executive Compensation? A roundtable moderated by Charles Elson a M •*>*. HARVARn RIKINFSS RFVIFW 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. cannot overpay a good CEO and you can ’t underpay a bad one. The bargain CEO is one who is unbelievably well compensated because he ’s creating wealth for the shareholders. If his compensation is not tied to the shareholders
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Equitable remedies seek to prevent or redress harm caused by the breach of equitable and legal principles. Unlike the common law remedy of damages‚ they are not punitive in either nature or intent. Equitable remedies refer to specific types of remedies available in court cases that can only be granted by a judge. A judge will grant‚ or not grant‚ a given equitable remedy based on the circumstances of a particular case. As such‚ equitable remedies are different from legal remedies or remedies granted
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Step 3: Raise pay from $14/hour to $18/hour through Compensation Studies Bill Coleman‚ a salary.com columnist‚ published an article promoting fairness in pay and described what most organizations favor‚ which is a compensation study. Coleman explains how underpay and overpay salaries can determine the value of one’s job by quoting “if you underpay employees‚ they will eventually look for a better offers…if you overpay an employee‚ it will cause payroll budget and profitability to suffer. That’s why
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Enterprises: Compensation & Benefits Management BUS434: Compensation & Benefits Management (BWO1312A HOLLAND ENTERPRISES: COMPENSATION & BENEFITS With the changing economy it is important that Holland Enterprises improves their benefits and compensation plans for their employees. Holland Enterprises employs 3‚500 employees‚ but since 2007 has lost 25% of its staff. Exit interviews indicate the primary reason a majority of these employees have resigned is because of a compensation and benefit
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RATIONALIZING PUBLIC SECTOR COMPENSATION JULY 2009 This publication was produced for review by the United States Agency for International Development. RATIONALIZING PUBLIC SECTOR COMPENSATION Management Systems International Corporate Offices 600 Water Street‚ SW Washington‚ DC 20024 Contracted under Agreement No. 6043-001-53-14 Philippines National Budget Monitoring Project This publication is made possible by the generous support of the American people through the United States
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CUEA SCHOOL OF LAW General Principles of Equity I History of equity Introduction of the doctrines of equity into Nigeria The relation between Equity and Common Law Conflicts between Equity and Law Nature of equitable rights I Nature of equitable rights II UNIT 1 CONTENTS 1.0 2.0 3.0 HISTORY OF EQUITY 4.0 5.0 6.0 7.0 Introduction Objectives Main content 3.1 Law and equity 3.2 Conscience 3.3 Difference and conflict 3.4 Equity and the common law in the narrow sense Conclusion Summary
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A Conceptual Framework of Price Fairness Perceptions Recent news coverage on pricing portrays the importance of price fairness. This article conceptually integrates the theoretical foundations of fairness perceptions and summarizes empirical findings on price fairness. The authors identify research issues and gaps in existing knowledge on buyers’ perceptions of price fairness. The article concludes with guidelines for managerial practice. he issue of price fairness has become newsworthy as concerns
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evaluations for managers who are facing similar problems. The first perspective is the reward issue which may not attract employees to work harder. This problem may occur as a result of the different expectation of each individual in rewards. Secondly‚ the fairness issue‚ the transparency of organizations to measure their employee performance could cause the curiosity among employees. Once employees feel unfair‚ the PRP system will become meaningless. 2. Reward Issue Performance related pay relies on the
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Benson‚ J.‚ & Brown‚ M.‚ 2007‚ ‘Understanding Performance Appraisal Fairness’‚ Asia Pacific Journal of Human Resources‚ Vol. 45‚ No. 2‚ pp. 132-150. This article discusses employee’s perceived fairness in the performance appraisal process and how this influences their job satisfaction‚ performance and organisational commitment. The author’s focus is on several areas identified as influencing employee’s perceptions of fairness in the performance appraisal process including: employee’s roles and
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