Case Study: The CEO with a Plan
As the senior decision-maker of the hospital, the CEO should first consider investigating the reason behind his employee low motivation levels and why they are negotiating with the union. This will enable him to understand his employee in preparation for the remedial action to take. Issues of concern to the company relating to the methodologies in which previous issues have been handled. Mailing of letters to employee homes in respect of corrections made does not provide feedback on their satisfaction levels. Consequently, the management does not consider offering pay rises that match the cost of benefits and the high management turnover.
The CEO is taking no action against previous mistakes since he believes that adequate plans have been put in place to cater to the employee’s payments and offset the high management staff turnover. I would recommend the CEO to engage in discussions with the employees in regard to their compensations. This could help him understand other factors apart from a payment that is critical in influencing their job satisfaction. As an efficient decision-maker, the CEO should engage the Labour unions in deciding the right package for the employees. To eradicate the high turnover for management staff, the CEO should introduce other incentive schemes that are linked to performance. He should take these actions to increase employee motivation, performance, and the company’s profitability.
The CEO has violated the National Labor Relations. He asserts that the company will not deal with the Labour union and if it does so, the hospital will close down. As the key decision-maker, he is required to adhere to Labour unions regulations concerning employee welfare. This can only be achieved through discussions with the authority, which the CEO objects to.
Case Study: What to address how and why?
The decision to hire a Neurosurgeon to work for 24hours at a cost of $900,000 is viable. The compensation plan will ensure that his services will be at longer periods as compared to the current contract rate of $750,000. Despite the increase in costs, more savings will be obtained in terms of a higher number of working hours. The expanded operations from the upgraded company’s state will provide more income to offset the increased neurosurgeon costs.
The new compensation plan will meet the market demand and provide opportunities to further growth. Given that the current payment schemes lag the market, the increased efficiency from qualified staff will boost the public confidence in the company’s services. As result, the company will achieve expanded services delivery and boost its financial performance. The gift from the company’s previous employee and the increased returns will be used to cater to the acquisition of skilled employees.
The compensation plan will only provide a solution to the organization’s internal equity problem. Data suggests that the current pay for radiologic technologists leads the market. However, only 15 employees are not aligned with the equity policy. Thus, the policy will address the equity problem to bring all the radiologic technologists to the same pay range. Giving a 3% increase will increase the existing inequalities and increase salary expenses.
To address staff turnover, compensation schemes should match relatively to those of the competitors. From the director’s information, the reasons for high turnover are better incentives provided by the competitor. The compensation scheme will address this issue by discussing with the employees for favorable terms in compensations and gathering evidence on the competitor’s payments levels. The training budget will be adjusted to match the specific employee and market needs rather than as a response to competitors’ actions. This will facilitate the company to offer the right package through adequate payments and reduction of overpayments.
Case Study: Performance Management
The areas of concern that the supervisor is discussing with a jack are his aggressive nature. Jack disregards diplomacy in solving conflicts between him and his fellow employees. It is for this reason that the supervisor summons him for discussion in relation to his career growth. The supervisor is praising jack for his good work performance in the previous 14 months. He praises him for his effort to achieve tightly scheduled assignments. In particular, Jack had tacked an energy management program to the managements’ satisfaction. He had made the right judgments in making his decisions and in preparation for formal recommendations.
According to the supervisor’s assertions, Jack is aware of the concerns raised. The supervisor argues that his aggressiveness is still a problem. This means that he had engaged in confrontations with the supervisor before this meeting. Consequently, the supervisor had engaged himself in resolving conflicts involving jack and his fellow employees before his discussion with the supervisor.
During the performance evaluation discussion, two issues arise. These include the individual output in regard to his assignment and his relationship with the other employees. In view of Jacks’ performance appraisal, his output is satisfactory. On the other aspect, he is less concerned with his relationship with his workmates. To improve Jack’s performance, he should be given counseling on the best way to relate to his peers at the workplace. In addition, he should sign performance contracts that bind him to the organization’s policies.