There are other costs that go into making up the total reward paid to any employee, including the union worker. It is this bigger picture of labor costs that concerns management during negotiations. While the union is focusing on what they can get in terms of total income to the union member, management is looking at the impact of these cost on the total business picture. (a) Compare the methods available for the adjustment of wages during the effective period of the labor agreement. Make this comparison in light of the organization in which you currently work or recently worked.
Internal and External Equity Comparison Internal and External Equity Comparison Total compensation is be defined as the rewards, which employees receive for their labor. A well designed compensation package will attract skilled employees, reduce turnover, and increase employee productivity. Two factors that affect a compensation plan is internal and external equity. “Internal alignment, often called internal equity, refers to the pay relationships among different jobs/skills/competencies within a single organization. The relationship forms a pay structure that should support the organization strategy, support the workflow, be fair to employees, and motivate behavior toward organization objectives” (Milkovich & Newman, 2009, para.
An outline of what is meant by ‘agreed ways of working’. The term ‘agreed ways of working’ relates to the way an employee must work and the rules that they must adhere to. As an employee you should work in a way that is clearly set out in the job description – this will then mean that you know what areas of care you would be responsible for and those that should be reported to a higher member of staff etc. Bi) What is it? An outline of what is meant by ‘agreed ways of working’.
To regulate the relationship between employers and employees establish minimum standard equality of treatment for workers and to protect workers, employers. 1.4 Identify sources and types of information and advice available in relation to employment responsibilities and rights Contracts Policy documents Terms and conditions Job descriptions Handbook Colleagues People above employer Trade unions Local government 2.1 Describe the terms and conditions of own contract of employment Job description - defining the role, responsibility level, decision making and whom to report to or supervised by. Entitlement - rate of pay, holiday entitlement, retirement and ill-health, benefits, bonus/overtime rates, uniform, expense allowances. Responsibilities - working hours, dress code, reporting illness/absence, annual assessments, complaint procedures, notice periods of leaving/dismissal, requirements to change working hours. General - part time work, confidentiality clauses, using company equipment, codes of behaviour, health and safety regulations.
Assessment 3: projects Project 1. Explain how, when working would you find out what was expected of you and what work standards would be expected of you. How would this knowledge impact on the ways in which you organise your time and your work tasks? I would find out what was expected from a written job description which would be provided by my employer. Each task would be explained on the job description by my manager, so we are both clear on what is expected of me.
Describe at least three components of a total reward system, one of which should be non-financial. A total reward system is important when managing performance. Once upon a time it may have been thought that reward was as simple as paying someone a wage or salary for the services rendered so to speak but as times have moved on it is now recognised that there are many other factors when considering reward in the workplace. This is what makes the total reward system. One component of a total reward system and usually the first that comes to mind is pay, whether that is a salary or a guaranteed cash wage.
Abstract Employers implement retention strategies to manage employee turnover and attract quality employees into the organization. Retention programs focus on the relationship between management and their workers. Competitive pay, benefits, employee recognition and employee assistance programs are all part of a company's attempt to maintain employee satisfaction. Human resources specialists utilize feedback they receive from exit interviews and focus groups to improve employee relations and reduce turnover. Transitional development issues plague corporate America daily with the ability to hire and retain quality people; costs associated with training new hires, and conversely seek avenues in improving employee dissatisfaction.
Theory and Execution of Expectancy Theory Christopher K. Western Governors University Theory and Execution of Expectancy Theory The expectancy theory of motivation suggests that workplace productivity and employee performance can be explained, evaluated, and influenced by the fulfillment of three distinct relationships. These relationships are made up of the effort-performance relationship, performance-rewards relationship, and the rewards-personal goals relationship. According to the theory, to maximize employee performance in the workplace, all three relationships must be satisfactorily met in succession. (Robbins & Judge, 2012, p. 225) The first relationship in the expectancy theory is the effort-performance relationship, which stipulates that a persons effort must be able to achieve the desired performance. This relationship relies heavily on dependencies such as skill, ability, and achievable goals.
The procedure of recognizing beneficial growth opportunities frequently starts with core business such as customers, the products, channels, geographic areas and services that produce the profits and greatest portion of revenue. The next customer-focused growth strategy supported on the industries to be had with customers. The strategy entails building great impact value suggestions for the new customers. Reinforcing this strategy is the readiness to outlook customers by distinct set of lenses (Schank, Smith, Birkler, Alkire, Boito, Lee, Raman, United States, 2006). A procedure can be build to help the managers and consultant at the customer interface achieve new insights into the customer’s requirements and favorites.
These themes according to Chapter 1 of Managing Quality: Integrating the Supply Chain is important to the culture of the company. Quality is also communicated within the company employee to employee by the use of three questions: 1. what do you need from me? 2. What do you do with