Page 1 of 1 Compensation, Motivation, and Rewards ©2013 .docx

•Download as DOCX, PDF•

0 likes•2 views

Page 1 of 1 Compensation, Motivation, and Rewards ©2013 Argosy University Case Study—Townsend Rock Industries The company operates quarries, plants, and distribution sites in the southeastern and mid-Atlantic United States and serves commercial, industrial, residential, and governmental construction companies. It owns and operates quarries and distribution centers in Canada, the Bahamas, and Argentina. Its headquarters are in Jacksonville, Florida, and the company has production and distribution facilities in Florida, Georgia, Virginia, Maryland, Canada, the Bahamas, and Argentina. Currently, it employs twenty- five hundred employees, in positions ranging from executive-level administration to engineers, geologists, and technicians. Within each geographic location, there are employees of different levels (executive team, senior management, middle management, and salaried and hourly employees). The executive team is located in Jacksonville, Florida, and most of the corporate and administrative functions are handled from there as well. However, there are also some production plants and distribution facilities in other parts of Florida and in Virginia, Maryland, and Georgia. These operations are more likely to hire lower-level managers and hourly workers. The facilities in Canada, the Bahamas, and Argentina have both middle management and hourly production workers. The company is regarded as a leader in the cement industry and is known for its fair and equitable treatment of employees. The company's mission is: . . . to be an excellent construction materials company providing long-term growth and a superior return on investment. Through employees committed to continuous improvement, we will provide quality materials and superb service for our customers; operate safe, environmentally responsible facilities that are well maintained and cost effective; and develop mutually beneficial relationships with our suppliers and the communities within which we operate. TRI was started as a family business in the 1930s, and, over the years, it grew by acquiring competitors and other firms in related services. Employees perceive the management team to be fair, and there have been no efforts to introduce a union. The company is publicly traded on the NASDAQ. The company leadership in the early days focused more on production and servicing customers and less on the efficient organization of its various business functional areas, which has resulted in a number of inconsistencies throughout the operations of the company. Five years ago, the company needed to improve plant and facilities management. So the management adopted a software package that helped it optimize key areas in production processing. This resulted in increased production and improved consistency across shifts and produced a return on investment (ROI) for its shareholders. Recently, it has implemented an enterprise resource planning (ERP.

and distribution facilities in other parts of
Florida and in Virginia, Maryland, and Georgia. These
operations are more likely to hire lower-level
managers and hourly workers. The facilities in Canada, the
Bahamas, and Argentina have both middle
management and hourly production workers.
The company is regarded as a leader in the cement industry and
is known for its fair and equitable
treatment of employees. The company's mission is:
. . . to be an excellent construction materials company providing
long-term growth and a superior
return on investment. Through employees committed to
continuous improvement, we will provide
quality materials and superb service for our customers; operate
safe, environmentally responsible
facilities that are well maintained and cost effective; and
develop mutually beneficial relationships
with our suppliers and the communities within which we
operate.
TRI was started as a family business in the 1930s, and, over the
years, it grew by acquiring competitors
and other firms in related services. Employees perceive the
management team to be fair, and there have
been no efforts to introduce a union. The company is publicly
traded on the NASDAQ.
The company leadership in the early days focused more on
production and servicing customers and less on
the efficient organization of its various business functional

areas, which has resulted in a number of
inconsistencies throughout the operations of the company. Five
years ago, the company needed to improve
plant and facilities management. So the management adopted a
software package that helped it optimize
key areas in production processing. This resulted in increased
production and improved consistency across
shifts and produced a return on investment (ROI) for its
shareholders.
Recently, it has implemented an enterprise resource planning
(ERP) system to improve coordination of
internal business functions (e.g., production, human resources
[HR], inventory management, operations,
finance, project management, distribution, and supply chain).
During the implementation process, however,
the company realized that there were a number of
inconsistencies, particularly in the HR areas of
compensation, benefits, and reward systems, that needed to be
corrected going forward. So the company
has hired an HR consulting firm to assess this situation. These
decisions are critical to the future and
continued success of the company since they have an impact on
employee and public perceptions as well
as in the company’s culture.

Case Study — Townsend Rock Industries The company operates quarries, plants, and distribution sites in the southeastern and mid - Atlantic United States and serves commercial, industrial, residential, and governmental construction companies. It owns and operates quarries and distribution centers in Canada, the Bahamas, and Argentina. Its headquarters are in Jacksonville, Florida, and the company has production and distribution facilities in Florida, Georgia, Virginia, Maryland, Canada, the Bahamas, and Argentina. Currently, it employs twenty - five hundred employees, in positions ranging from executive - level administration to engineers, geologists, and technicians. Within each geo graphic location, there are employees of different levels (executive team, senior management, middle management, and salaried and hourly employees). The executive team is located in Jacksonville, Florida, and most of the corporate and administrative functi ons are handled from there as well. However, there are also some production plants and distribution facilities in other parts of Florida and in Virginia, Maryland, and Georgia. These operations are more likely to hire lower - level managers and hourly worker s. The facilities in Canada, the Bahamas, and Argentina have both middle management and hourly production workers. The company is regarded as a leader in the cement industry and is known for its fair and equitable treatment of employees. The company's mi ssion is: . . . to be an excellent construction materials company providing long - term growth and a superior return on investment. Through employees committed to continuous improvement, we will provide quality materials and superb service for our customer s; operate safe, environmentally responsible facilities that are well maintained and cost effective; and develop mutually beneficial relationships with our suppliers and the communities within which we operate. TRI was started as a family business in the 1930s, and, over the years, it grew by acquiring competitors and other firms in related services. Employees perceive the management team to be fair, and there have been no efforts to introduce a union. The company is publicly traded on the NASDAQ. The co mpany leadership in the early days focused more on production and servicing customers and less on the efficient organization of its various business functional areas, which has resulted in a number of inconsistencies throughout the operations of the compan y. Five years ago, the company needed to improve plant and facilities management. So the management adopted a software package that helped it optimize key areas in production processing. This resulted in increased production and improved consistency across shifts and produced a return on investment (ROI) for its shareholders. Recently, it has implemented an enterprise resource planning (ERP) system to improve coordination of internal business functions (e.g., production, human r.

Cb allen resume_rev11082010Craig Allen, SPHR, MBA, M.Jur.

TREBESH RESUMETom Trebesh

Post merger integration

Faizan Pathan

WCM 610 Final Project Case Study One Phone Systems Inc..docx

celenarouzie

WCM 610 Final Project Case Study One Phone Systems Inc., an international company that manufactures telephone accessories, has four locations in the United States: Syracuse, New York; Minneapolis, Minnesota; San Antonio, Texas; and Tampa, Florida. It also has facilities in Great Britain, Germany, and Mexico. Phone Systems Inc. values diversity in its workforce, innovation in its processes, and profitability in its products. The president of the board has been overheard saying, “You can’t please all of the people all of the time. Sometimes profits come before personnel.” Phone Systems Inc. is contemplating opening a new facility in India and has initiated the formation of a virtual team to evaluate this decision. An outcome of this project, as directed by the company’s board of directors, is one of the facilities in the United States would be closed to fund the creation of the new facility in India. Below is a summary of the four sites. Location Year Established Number of Employees Syracuse, NY 1955 450 Minneapolis, MN 1968 250 San Antonio, TX 1995 650 Tampa, FL 2001 500 Syracuse, NY: This site is also the company’s global headquarters—the site where the company started. It recently celebrated 60 years of service in the United States, and received a presidential citation from President Obama for its dedication to keeping jobs in the United States. This site has an average years of service of 25 years, and the average employee age is 50.5 years old. While this site has the longest history and tradition, it also scores lowest in internal employee satisfaction surveys. Minneapolis, MN: This site has undergone three downsizings in the past decade, reducing from 775 employees in 2005 to 600 employees in 2008 and 500 employees in 2010. It most recently underwent a considerable restructuring in 2013 to its current head count of 250 employees. The jobs were transferred to the San Antonio, Texas, site and Tampa, Florida, site due to lower labor costs and higher levels of efficiency at both of these sites. The site pursued a grant through the State of Minnesota for skills retraining, and was awarded a state grant of $300,000 to fund retraining its incumbent workforce from 2015 through 2020. The company would be required to repay the State if any employees were laid off from this site prior to 2020. San Antonio, TX: This site is the “cash cow” of the company, as it has the highest level of efficiency, is the company’s lowest-cost facility, and has the best overall record of performance. Its cost of operations is the lowest of all sites in the United States. However, the site is currently the target of a union-organizing drive by the Communication Workers of America. Employees pushed for an increase in wages, which was denied by management as the result of an analysis of wages in the area for employees in similar industries. This prompted some employees to pursue joining a union. Any attempt to curtail .

Narain, Sattie EXPANDED RESUMESattie Narain

Identification of training needsTanuj Poddar

CombinedBio_CVLen Chermack

Page 1 of 3 Compensation and Benefits ©2009 Argosy University Online Programs MicroPharm BioSciences Introduction MicroPharm BioSciences (MPBS) is a small organization that grew rapidly. Not much attention was paid to administrative and management aspects, and human resource management was not a priority. As a result, haphazard and inconsistent practices developed. The organization has now concluded they need to implement a compensation plan to support continued growth and business strategy. Your consultancy firm, ABC consulting, has been called in to help do that. You are leading the ABC project team working on the MPBS account and are responsible for analysis of MPBS HR matters leading to a centralized set of policies relating to total compensation and benefits programs. Your team will consider relevant benchmarking research as it works to overhaul and provide a more centralized set of policies relating to total compensation and benefits programs in key areas, including job evaluation, external competiveness, individual pay guidelines, pay-for-performance programs, and communication guidelines. Dr. Rodriquez has suggested you work with the general manager as a point of contact. In preparation for your meeting, you and your team have reviewed information available at the company’s Web site. Your team has completed the preliminary review of the organization, including discussions with management, and compiled initial information about MPBS. Preliminary Team Report Senior management recognizes that HR policies have evolved somewhat inconsistently within each of the four separate divisions and aims to centralize policies. The organization is seeking to focus on developing a more formalized approach to compensation and benefits policies. Historically, the organization has always recognized the accomplishments of its scientific staff, while perhaps understating the integral role that administrative, business, and technical support staff have played in the organization’s growth and revenue generation. The company’s Web page and internal documents highlight and profile the “deep scientific expertise” in the organization, but internal or external communications do not place equal emphasis on the contributions of nonscientific personnel. Five years ago, the company employed only a third of the current staff. Even at that time, signs of HR problems were surfacing, including ethical issues, potential inconsistencies in supervisory and management treatment of employees, and problems with internal and external alignment of the pay system. In 2003, an external consultant suggested a comprehensive job evaluation and an extensive salary analysis with likely adjustments across the board including implementation of additional incentives beyond scientific staff. Top management dismissed the recommendation openly stating that nonscientific staff did not contribute to the bottom line. The company did not attem.

Productivity Tracking

MyRSP

Management report..furgusonAli Kamran

P&G outsourcing

Diwakar Yadav

Joe IeraciJoe Ieraci

Hrm

Yash Bhati

Tim Bolton ResumeTim Bolton

Jack Wiggans Resume4

jackwiggans

Get the Facts! ADP at a Glance.

ADP, LLC

We know your world has changed. HR isn’t simply about getting things done anymore. You’re expected to help your company thrive, by providing and retaining a better workforce. As one of the world’s largest and most experienced HR providers, ADP offers you recruit-to-retire services and solutions that help you build the team that you need to succeed. Get the Facts about ADP and how we can help.

ADP Corporate Overview Fact Sheet - Updated June 2016Nan Christ

Resume1 01.15.2017 V2John Anderson

G03.2013 magic quadrant talent management suites

Satya Harish

SaaS Work Management Software Market Comparison

Charles Bedard

Hrm in a changing environment

Dr. Syed Kashan Ali Shah

How To MakeStrategic Alliances WorkDeveloping a dedicate.docx

pooleavelina

How To Make Strategic Alliances Work Developing a dedicated alliance function is key to building the expertise needed for competitive advantage. Jeffrey H. Dyer, Prashant Kale and Harbir Singh Strategic alliances — a fast and flexible way to access complementary resources and skills that reside in other companies — have become an important tool for achieving sustainable competitive advantage. Indeed, the past decade has witnessed an extraordinary increase in alliances.' Currently, the top 500 global businesses have an average of 60 major strategic alliances each. Yet alliances are fraught with risks, and almost half fail. Hence the ability to form and manage them more effectively than competitors can become an important source of compet- Jeffrey H. Dyer is a professor of international strategy at Brigham Young University's Marriott School in Provo. Utah. Prashant Kale is an assistant professor at University of Michigan Business School. Harbir Singh is a professor of management at the Wharton School of the University of Pennsylvania. Contact the authors at [email protected][email protected] and [email protected] itivc advantage. We conducted an in-depth study of 200 cor- porations and their 1,572 alliances. We found that a company's stock price jumped roughly 1% with each announcement ofa new alliance, which translated into an increase in market value of $54 million per alliance.^ And although all companies seemed to create some value through alliances, certain companies — for example, Hewlett-Packard, Oracle, Eli Lilly & Co. and Parke-Davis (a division of Pfizer Inc.) — showed them- selves capable of systematically generating more alliance value than others. (See "A Dedicated Function Improves the Success of Strategic AUiances, 1993-1997.") How do they do it? By building a dedicated strategic- : CTeaWo OMerfSIS SUMMER 2001 MIT SLOAN MANAGEMENT REVIEW 37 alliance function. The companies and others like them appoint a vice president or director of strategic alliances with his or her own statf and resources. The dedicated function coordinates all alliance-related activity within the organization and is charged with institutionalizing processes and systems to teach, share and leverage prior alliance-management experience and know-how throughout the company. And it is effective. Enterprises with a dedicated function achieved a 25% higher long-term success rate with their alliances than those without such a function — and generated almost four times the market wealth whenever they announced the formation of a new alliance. (See "Research Design and Methodology.") How a Dedicated Alliance Functian Creates Value An eftcctivc dedicated strategic-ii Ilia nee function performs four key roles: U improves knowledge-management efforts, increases external visibility, provides internal coordination, and eliminates both accountability problems and intervention problems. {See "The Role of the Alliance Function and How It Creates Value.") ...

Ictc hr guide_module_i

Sujan Dey

Strategic Plan 2Strategic Plan Tri.docx

dessiechisomjj4

Strategic Plan 2 Strategic Plan Trisha Eisele August 18, 2014 Alfonso Rodriguez \ Table of Contents Executive Summary3 Bright Horizon3 Environmental Scan4 Remote Environment4 Industry Environment5 Operating Environment5 Internal Strengths & Weaknesses6 Strategies7 Innovation7 Horizontal Integration8 Product Differentiation8 Implementation Plan9 References16 Executive Summary Bright Horizons is a company that brings quality early childhood education to children. As Bright Horizons has grown, they have created their own curriculum. It involves math, science, technology, social studies, the arts, cooking, and physical education. They also provide different types of services. They have client-based centers, community centers, elementary schools, after school care programs, and summer camps. Bright Horizons (2014), states that they “strive to nurture each child’s unique qualities and potential.” As a way to extended this mission statement, I propose to offer tutoring as a part of the after school care program. This way the company can extend its mission statement to older students or past students. It is a way for Bright Horizons to extend their services to past students. Strong partnerships are a key value of Bright Horizons. I recommend that the parents get to choose their child’s tutor through a database of tutors in their area. To match another of Bright Horizons values is the collaboration with employers to build family-friendly workplaces, I recommended that the tutors going to customer’s house. Bright Horizons already has its own University to help aid in the growth of its employees. I recommend that they had more classes to aid in the knowledge of the tutors on staff. The environmental scan involves many different categories. Through remote environment, Bright Horizons can look at the economics, social, political, technologic, and ecological factors involved in their company. Through this analysis Bright Horizons can continue to be the competitive company that they are within the child-care industry. They are consistently working to bring quality child-care to their cliental. Adding in tutoring services would just expand their strong brand and international connections. In looking at the implementation plan, it is vital to complete for any and all short-term and long-term successes. The tasks and task ownership are there to help keep everyone accountable to their portion of the plan. This is where directors, assistant directors, and current teachers can aid in the expansion of the service. Milestones are there to have a goal to strive for within the company. Having a beta center gives the company a unique perspective. In aligning resources with the strategic plan, it allows Bright Horizons to fulfill its mission statement in a new and innovated way.Bright Horizon My strategic plan will be to offer tutoring through the Bright Horizon Company. To ensure the organization’s vision, mission, and people strategies and v.

1MRA Associates and Xecodynamics – A case of M&A and Cultural .docx

hyacinthshackley2629

1 MRA Associates and Xecodynamics – A case of M&A and Cultural Integration MRA Associates Inc. is a successful, well-respected, mid-sized engineering consulting firm, based in Denver, Colorado. The company provides consulting services and innovative solutions to address environmental challenges faced by companies, government entities, and public agencies. The management of MRA Associates Inc. has made a proposal to purchase Xecodynamics – a small firm based in San Diego, California that designs and manufactures components used in clean-up operations at environmentally-contaminated sites. While MRA Associates sees this acquisition as a backward integration strategy which will help it reduce cost, increase margins and deliver more value to customers, Xecodynamics feels that the acquisition will help it in offsetting the financial challenges that it currently faces. In this paper, I attempt to highlight the challenges both companies will face in integrating operationally and culturally and also discuss the potential advantages that the deal might unlock for both parties involved. Part 1 1. Organizational structure: MRA Associates, Inc. is a leading environmental solution based consulting firm located in Denver, Colorado. The company’s primary business is delivering actionable solutions to clients, which can help them reduce their environmental footprint. MRA Associates specializes in the remediation of groundwater contamination, biohazards clean up, and industrial wastewater treatment solutions. The company’s offices are spread over 18 locations in major metropolitan areas throughout the US. Over the years, the company has developed extensive capabilities for designing and implementing breakthrough solutions, and uses cutting edge technologies to assess problems, design strategies, and implement solutions to successfully manage clients’ environmental challenges in a cost effective manner. MRA Associates’ organizational structure can be classified as a ‘Functional Structure’. A functional structure can be generally found in organizations where employees tend to perform a specialize set of tasks. The ability to assimilate such an employee base helps the organization in delivering outstanding customer service. In case of MRA Associates, each of the 18 geographic offices acts as standalone profit center reporting to the head office in Colorado and are responsible for profit and revenue goals. The company specializes in three areas – groundwater contamination, biohazards cleanup and industrial wastewater treatment solution. All 18 offices house a technical specialist for these three areas of specialization. The founders make up most of the top management team and the regional managers own the majority of the company’s stock. In order to provide trans-regional service to clients, MRA Associates has deployed account managers across offices that are instructed to work cooperatively with regional managers to integrate services across profit center .

Payrolling Services

EmployerOfRecord

Bust the myths of talent management — key points for deploying a unified tale...

Human Capital Media

With so many talent management solutions in the marketplace, organizations are even more challenged to determine which talent management solution best meets their specific needs. In this webinar, Mark Brandau, senior director at SuccessFactors, will help bust the top talent management myths by reviewing the key questions HR executives need to ask — and answer — when evaluating and deploying a unified talent management solution. Attendees of this webinar will: •Get a detailed list of specific questions HR executives need to ask — and answer — as they prepare for the workforce of the future. •Review what key processes businesses should adopt and avoid. •See how a unified approach to talent management demonstrates immediate business value to executives. •Acquire best practices on how to effectively establish the business value of talent management strategies and execution. •Learn how to combat decreasing global competitiveness caused by skill and competency gaps, a lower-performing workforce and misalignment of employees. •Review latest analyst reports on a unified talent management solution.

For this assignment, students will need to observe the activities th.docx

Page 1 of 1 Compensation, Motivation, and Rewards ©2013 .docx

Recommended

Recommended

More Related Content

Similar to Page 1 of 1 Compensation, Motivation, and Rewards ©2013 .docx

Similar to Page 1 of 1 Compensation, Motivation, and Rewards ©2013 .docx (20)

More from alfred4lewis58146

More from alfred4lewis58146 (20)

Recently uploaded

Recently uploaded (20)

Page 1 of 1 Compensation, Motivation, and Rewards ©2013 .docx