CalPERS vs. JC Penney Overview CalPERS investment program began on February 22, 2000 when they included JC Penney on their annual Focus List. CalPERS further exclaimed that due to declining sales and a deteriorating customer base they had lost confidence in Penney’s management. Subsequent to the release of their focus list JC Penney made numerous strategic decisions to revitalize and boost the value of the company. Penney forced their current CEO James Oesterreicher to retire. Next instead of promoting from within, they searched for new blood and hired former Barney’s CEO Allen Questrom.
He made several controversial decisions with respect to compensating AIG’s executives. The case is related to multiple motivational concepts. Internal needs reflect the reasons for which the employees chose to remain employed with AIG during the process of winding down the Financial Products business. External incentives reflect the retention bonus payments. In addition, needs theories of motivation can be invoked to provide perspective on what seem to be important motivational factors for the Financial Products employees.
How are your suggestion linked to improve customer satisfaction? In business literature, Delta had a primary capability on human relations by paying competitive wages, treating personnel equitably as it grew, and adopting a “no-layoff policy”. Things changed in the 1990’s for Delta though. Key business trends altered the competitive advantage, and the human resource strategy had to change too. After two straight years of financial losses in 1994, CEO Ron Allen rolled out a new strategy called “Leadership 7.5.” Allen targeted to reduce Delta’s cost per each available seat mile from more than 10 cents to 7.5 cents, which would match that of major competitor Southwest Airlines (Bryant, 1997).
One could argue though, that receiving a five year employment borderlines financial benefits especially given the worsening financial position of Pharma. Adams and Barker also lacked diligence in investigating the proposal, decision, and transaction and never consulted outside experts. “Directors’ and officers’ decision-making procedures must be set up in a way that allows careful decisions to be made regarding the best interests of the corporation”. (The Legal Environment of Business, 2011) The argument could be made both ways about protection by the business judgment rule concerning rational belief. For Pharma to survive and become viable it was obvious that some decisions had to be made, but was the sale of the assets in the best interest of the corporation, or was it in the best interest of Adams and Barker?
In addition, departmental resources were used for personal projects of the three identified executives. The task force also uncovered an additional $4,000,000 of expenditures that were poorly documented so that even the amounts for proper business purposes could not be identified. The task force noted that these payment practices, as well as LEA, were never disclosed in the Internal Audit Department's audit reports even though company disbursements were tested annually. References to these practices and LEA were included on two occasions in
CASE ANALYSIS ENGSTROM AUTO MIRROR PLANT: motivating in good times and bad OVERVIEW Engstrom Auto Mirror Plant is a privately owned business which employs 209 staff and manufactures mirrors for trucks and automobiles. In 2007, plant managers had something of a crisis on their hands. Productivity and quality issues brought about a delivery problem and therefore increased the risk in losing clients. This was not the first time the plant faced this problem, In 1999, the company had faced similar issues and implemented a Scanlon Plan. The Scanlon Plan was an incentive plan used to motivate staff making changes in employee’s behavior and attitudes.
George Mueller’s arrest caused eight thousand steel and electrical workers in the Pittsburgh district to strike in protest. Mueller wanted them to return to work, but the union members had a meeting and voted to not consider a company offer about their wages until the court lifted its antistrike injunction. Due to the strike many stores closed, and the trolley service was reduced to 50 per cent of what it was before. The charges against Mueller were eventually dropped, which led to negotiations about wages. Trolley service was completely cut by a sympathy strike a short time after the negotiations began.
The partners should be of like mind and have a contract that states the percentage of profits, losses, debts and day to day duties that each partner is responsible for. The contract should also state what happens if one of the partners dies or retires. In a partnership you are legally responsible for your partner's actions and can be held labile for these actions. Partnerships report their earnings, losses and deduction for the business operations, but the business itself doesn't pay taxes. The business "passes through" it's earnings or losses to its partners.
It nearly destroyed him emotionally, which is why he retired to everyone’s surprise in 1997 at the age of 54, just a year after the fraud began. To avoid an ethics meltdown of the proportions that lead to the accounting fraud at HealthSouth, Beam advised that companies support their goals with values, create a culture that allows employees to speak up and report things safely, ensure that the board is strong, avoid conflicts of interest and have clear rules about conflicts of interest and be aware of the basics of economics and economic cycles” (para. 8). In hindsight, the choices that were made do not seem so financially brilliant. However, at the time, it seemed like the only way out.
However, the SPH program put a lot of pressure on store managers and sales. Consequently, a large group of the R&R associates sued it for “working off the clock” in 2010. This lawsuit might cause reputation damage, and the settlement could be up to $200 million. In 2008-2009 before the case, there was an economic recession. The whole luxury goods industry in the U.S. dropped over 14%, and R&R revenues declined 10%.