Peter’s achievement orientation Peter is not motivated and cares less about his work. He has been underperforming at work, and his lack of adherence to office procedures and policies can attest to this (case study). He is oriented to working just hard enough to not get fired. He wants to achieve some efficiency and does not want his bosses to hassle him for making mistakes. The high number of bosses (eight) is the main cause of Peter’s declining performance at work.
Linkage of Case to Chapter Material This case focuses on the controversial $165 million in retention bonuses paid to employees of the Financial Products unit of the American International Group (AIG), a behemoth insurance and financial services company. In early 2008, employees in the Financial Products unit were asked to remain with the company through the unit’s shutdown and, essentially, to work themselves out of a job. To entice talented employees to stay and work through the shut-down, a contractual retention bonus plan was instituted. When the bonuses were paid in early 2009, controversy and outrage arose given that AIG was the recipient of a substantial amount of United States government bailout money under its Troubled Assets Relief Program (TARP). Amid this controversy, Edward Liddy, AIG’s CEO, requested the bonus recipients to return half of the bonus amount.
1. What would you do if you were Black? If I was Black, after I discovered the problem with salary situation at the plant I would take immediate action to resolving this matter as soon as possible in order to avoid major legal issues and problems in the future. The inequalities in pay structure for salaried employees need to be modified to be comparable with males in the company with similar jobs that require similar responsibilities, knowledge, and skills. As the record shows 14 out of 25 employees are female that are affected by unequal pay.
Allstate provides their employees with a road map to succeed by executing the goal setting definitions. The employees were given tools and resources to become better. They have quarterly leadership measurements as well as the survey to get feedback from employees. Allstate focus on diversity, they see diversity as a strategy for leveraging differences in order to create a competitive advantage thus create four steps process to reach their effective goals. The first step which is the succession programming explains how Allstate identified and developed candidates for each key position.
There is normally a chain of command that needs to be followed before a purchase can be completed. This increases the lead time exponentially, depending upon how many levels the purchase must go through to be approved. A major difference between a B2B and B2C marketing online is that the B2B websites need to keep that chain of command in mind. They need to provide information that will answer each of the questions each perspective layer in the command needs to answer. For example, let's say that an office manager has decided that she wants to find a new place to buy pens.
To improve morale and job satisfaction, I suggested having monthly meetings and giving the workers a certain amount of autonomy. Finally, I suggested using a different approach to dealing with the workers. I suggested using a more personable approach to dealing with the workers. For support, I used the Equity theory, Transformational leadership, Intrinsic and Extrinsic motivation, and French and Raven’s sources of Power. TABLE OF CONTENTS CHAPTER HEADING | PAGE | Introduction… | 4 | Existing Problems within the company | 4 | Potential Causes | 5 | Recommendations | 7 | Conclusion | 8 | References | 10 | Appendices Appendix A Appendix B | 1112 | Process Description | 13 | Introduction I am a management consultant, and have been hired to analyze the workings of the Treadway Tire Company.
The case study “Nordstrom: Dissension in the Ranks?”questions the compensation policies, practices and motivation of Nordstrom employees, which were linked with its high focused customer service culture. Nordstrom’s policy was to pay employees for time but its practice was something different. Compensation is driven by sales per hour, so if an employee does any work that is not ringing up the register, he or she was effectively penalized. The problem was the implementation of the performance evaluation mechanism - sales per hour. The integral part of the problem was also identified in poor differentiation of “non-sell” and “selling” time.
This put women at a disadvantage because they would not be able to pick up and move as easily as men. Wal-Mart would also waive minimum required qualifications to retain employees, a way of bypassing the promotion process. Wal-Mart pride itself on strong organizational culture that is based on respect for the individual, service to the customer, and strive for excellence. The company published letters praising individual employees for outstanding service. Wal-Mart managers public stated that women associates are paid less than men because they had to provide for their families.
She was a dependable employee. However I think she suffered from role ambiguity. Although Susan felt like she should be doing more at work managerially she wasn’t. Anita as her supervisor should have placed a much more clear emphasis on her responsibilities. If she had done so I think she would have fewer negatives in her annual performance review.
The root causes of these vacancies can be attributed to natural attrition through retirements, however, it is the employees who have left for different reasons that I am focused on. In order to better understand why these vacancies are not being replenished with fresh talent, I have to carefully evaluate the clients hiring strategy and help them develop a more proactive solution that will give them a competitive advantage over their competition (Cohen, 2009). The next area of concern and focus will be on employee retention. One of the chief complaints of the client when retaining my services is the company’s issues with retention of top talent (Wright, 2011). For unclear reasons, an unusually high number of talented employees are leaving and stating their discontent with the workplace as a key reason (Wright, 2011).