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Human Resource Management



Topic: RELATIONSHIP BETWEEN FINANCIAL INCENTIVES AND EMPLOYEE MOTIVATION

Now need to expand on the Methodology making it 2500 words, then findings 2500 and conclusion 2000

Methodology

A cross-sectional survey will be used in this investigation. This is due to the fact that the research is defined. The research will collect data in both quantitative and qualitative formats. The study will take place at the Federal Reserve System and other important US government agencies. The study will focus on existing employees at large government agencies. They will represent all other government employees. The Federal Reserve Bank, the Department of Defense, the Department of Education, and the Department of Commerce will provide data for this study. As a result, the sample size will be limited to twenty people employed by the United States government.

This sample size’s profile will be characterized in terms of age, degree of education, work experience, and attitude toward motivation. The sample technique employed represents 4% of the entire population.

Secondary data will be collected. Secondary data will be gathered through library resources and surveys completed previously by others. The data collected will be evaluated using a social science-specific statistical software.

This research will take place from March 16th, 2022. The research will be conducted for a period of three months. Therefore, the research will be concluded on June 17th, 2022.

FINDINGS 2,500 WORDS

CONCLUSION 2,000 WORDS

Human Resource Management

discuss the relationship between negotiation and conflict management and explain the need of negotiations and conflict management

Human Resource Management

12

RESEARCH PROPOSAL

RELATIONSHIP BETWEEN FINANCIAL INCENTIVES AND EMPLOYEE MOTIVATION

INSTRUCTION

I am now doing this in stages. 

 

So we will continue to expand on

 

CH 1 Introduction which must be a 1000 words. 

We now need to talk more about “THE FEDERAL RESERVE SYSTEM” which you have already made mention of, so the proposal would be surrounding that, also

CH 2    Literature Review 2000 words

Bear in mind you have started this already so expanding on what you have started

CH 3    Methods (secondary /qualitative & quantitative) 2500words

CH 4    Findings 2500 words

CH 5    Conclusion 2000 words

 

Be sure to critically evaluate, examine and explore the objectives.


Name:

Course Code and Name:

Instructor’s Name:

Institutional Affiliation:

Date:

Table of Contents
Introduction 4
Problem Statement 5
Objectives 7
Literature Review 8
Methodology 10
Reflections and Resources 10
Bibliography 11



Introduction

The success of an organization or corporation is contingent upon the level of employee motivation. Motivation is critical to the accomplishment of the organization’s goals and objectives. It is critical for firms with varied cross-cultural teams to guarantee that their employees are highly engaged. The management is responsible for ensuring that workplace goals and objectives are consistent with the company culture (Vlaev et al., 2019). Setting workplace goals is critical for establishing and monitoring the organization’s level of employee motivation (Pang & Lu, 2018). Employee commitment, engagement, and motivation are critical components of an organization’s success. Financial remuneration practices play a significant role in motivating employees.

According to many surveys, if an organization does not try to motivate its employees through monetary incentives, the organization is likely to have low performance (Vlaev et al., 2019). Organizations in the United States work diligently to increase employee engagement through monetary and financial pay and awards. Financial and monetary incentives have a stronger effect on employee motivation, according to studies (Pang & Lu, 2018). The United States government has implemented policies aimed at increasing compensation and incentive programs throughout all sectors of the labor market (Vlaev et al., 2019). As with any other firm, the government is attempting to improve employee performance through a variety of financial incentives.

The Federal Reserve System is the United States of America’s central bank. It is in responsible of issuing currency to all financial institutions and exercising influence over the economy via monetary policy (Coccia & Igor, 2018). The Federal Reserve System has a number of financial incentives in place to motivate its personnel. Several of these tools include the following: 

· This assists in meeting rental obligations.

· Gratuities are paid to all contract employees. This is a component of their terminal benefits and a token of appreciation for their long-term contribution to the business.

· Employees are eligible for personal loans and medical insurance coverage if they have worked for the bank for an extended length of time.


Problem Statement

Numerous researchers have sought to determine the effect of motivation on working institutions. According to research, motivating employees increases their performance and morale by making them feel wanted in the workplace (Coccia & Igor, 2018). However, there is a dearth of research on the effect of financial incentives on employee motivation. Motivation has been discovered to bring workplace commitment. Employees are more committed to where they gain their motivation from. A committed employee tends to work with enthusiasm and effort. Most employees have testified to find motivation from financial incentives. A workplace that offers financial incentives keeps its employees motivated hence they get committed to the organization. Humans have specific needs that need to be fulfilled for effective performance. In the current world, employees value workplace motivation.

Employee motivation increases employee commitment to the workplace. The more committed an employee is, the less likely he is to leave the workplace. Therefore, organizations which motivate their employees are more likely to have a higher employee retention. Due to global competition in finding the best skills and talent for maximum productivity of the workplace, organizations have resulted to finding intrinsic methods of motivating their employees. Most organizations now fully understand the impact of employee motivation on job performance in the workplace. Managers have focused resources on motivating their employees to boost their morale.

Financial motivation is known to be the leading factor to an effective and good performance. Motivation can be realized from different actions and items. While some employees cherish motivation from good deeds and good experience in the workplace, there are other employees who major their motivation on financial incentives (Landry et al., 2017). It is the role of each organization’s management to ensure that its employees are highly motivated through different means. A motivated task force tends to be highly productive and achieve set goals and targets (Landry et al., 2017). As mangers focus on motivating their employees, they should also consider financial incentives as a motivation plan. Currently, the world is facing an economic turmoil, which makes it hard for people to balance their finances in expenditure. This has led to demoralization in the workplace as people tend to spend more than their actual earnings. The global economic status has made it difficult for employees to maintain a balance between work and normal life. Therefore, the managers should come in and increase financial incentives for employees as a means of motivating them.

Most studies have discussed the importance of employee motivation in the productivity of an organization. However, little is known on the relationship between financial incentives and employee motivation. Therefore, the purpose of this study is to close this gap by determining the relationship between financial incentives and employee motivation. This is a case study of government employees in the United States. Is there a relationship between financial incentives and employees’ performance?


Objectives

The primary aim of this study is to investigate the relationship between financial incentives and employee motivation.

· Empirically determine the impact of financial incentives on the productivity of employees.

· Formulate the recommendations on employee motivation and financial incentives.

Through this research, employers and organizations’ managers will understand the relationship between financial incentives and employee motivation. This study aims at thoroughly discoursing the impact of financial incentives over other forms of motivation. The study also aims at discussing the form of financial incentives that can be used as a means of motivation by employers. The study will also aid in understanding the impact of employee motivation from incentives to workplace productivity and performance.

When the research problem is answered, employers will be able to use financial incentives as the best method of employee motivation. The recommendations from the study will help managers and employers understand the relationship between using financial incentives and the level of employee motivation. Therefore, employers will make more informed decisions.

1, Do financial incentives have any impact on employee motivation?

2. Is there a relationship between financial incentives and employees’ performance?


Literature Review

Previous research has established that the public sector does not operate in a businesslike manner. This has resulted in subpar performance from its employees, who do not receive the same treatment as those working in a corporate context. With the implementation of management services in the American government’s public sector, it is critical to consider employee motivation via financial incentives (Coccia & Igor, 2018). The government intends to consider pay for performance and compensation in particular. Historically, monetary prizes and incentives were viewed as bribes and unethical. Nevertheless, other scholars have provided explanations for the effect of financial incentives on employee performance. Financial incentives serve as a foundation for the organization’s sustained interaction with its employees.

The majority of enterprises worldwide have adopted performance-based compensation. This involves monetary compensation based on an employee’s performance. Employees are monetarily rewarded for their accomplishments. Financial incentives are the most fundamental way for employees to feel motivated, as they increase their morale (Coccia & Igor, 2018). Employees feel understood and respected in the workplace when they receive such financial presents and incentives. As a result, employees are more inclined to stay in their current employment, resulting in lower employee turnover.

Maslow established a hierarchical classification of human needs in 1943. Security, self-actualization, self-esteem, physiological needs, and belongings are the five areas of human wants. According to the professor, a person must first be biologically driven (De Vito et al., 2018). This is to ensure that the mental health and value of the employee are determined. When employees’ physiological needs are met, they become content and work toward achieving their own demands (De Vito et al., 2018). The following step is to address security concerns. This practice is repeated until all needs are met. Maslow asserts that unmotivated employees are less likely to be productive. By addressing their requirements, employees remain motivated and perform better.

According to Herzberg, some employment result in employee satisfaction, whereas others result in employee dissatisfaction (De Vito et al., 2018). According to the scholar, employee motivation results in a sense of accomplishment, responsibility, and promotion opportunities. Herzberg states that some factors in the workplace result to job satisfaction and motivate employees. The theory is considered practical in the workplace. According to the scholar, employees find gratification of higher levels such as recognition, advancement, achievement, and responsibility. He also states that the presence of one set of characteristics from the workplace leads to satisfaction at work. Herzberg disregards the fact that a higher level of satisfaction leads to a low level of dissatisfaction. He however states that both are independent phenomena that are not a continuum. According to the scholar, for employers to attain workplace productivity through enhancing motivation, they should focus on both ends of the equation. As they work on the satisfaction, they should also focus on the dissatisfaction.

Herzberg’s two factor theory distinguishes between motivators and hygiene factors. Some of the motivators captioned in this theory include recognition of one’s achievements, opportunities from work, responsibility and involvement in decision making (Novianty & Evita, 2018). Hygiene factor as recorded by Herzberg include salaries, fringe benefits, good pay, pay rises and job security. According to the scholar, lack of the hygiene factors leads to dissatisfaction of employees hence a lower performance. However, their presence in the workplace do not guarantee satisfaction. Eliminating dissatisfaction in the workplace is halfway to creating a conducive environment (Novianty & Evita, 2018). The other task is to increase satisfaction through motivation.


Methodology

A cross-sectional survey will be used in this investigation. This is due to the fact that the research is defined. The research will collect data in both quantitative and qualitative formats. The study will take place at the Federal Reserve System and other important US government agencies. The study will focus on existing employees at large government agencies. They will represent all other government employees. The Federal Reserve Bank, the Department of Defense, the Department of Education, and the Department of Commerce will provide data for this study. As a result, the sample size will be limited to twenty people employed by the United States government.

This sample size’s profile will be characterized in terms of age, degree of education, work experience, and attitude toward motivation. The sample technique employed represents 4% of the entire population.

Secondary data will be collected. Secondary data will be gathered through library resources and surveys completed previously by others. The data collected will be evaluated using a social science-specific statistical software.

This research will take place from March 16th, 2022. The research will be conducted for a period of three months. Therefore, the research will be concluded on June 17th, 2022.


Reflections and Resources

This research will be critical in assisting firms in recognizing the importance of financial incentives in motivating employees. This research will make use of periodicals, magazines, newspapers, and books on employee motivation. Additionally, electronic sources such as the internet and the World Wide Web will be used for research.


Bibliography

Coccia, M., & Igor, B. (2018). Rewards in public administration: a proposed classification. Journal of Social and Administrative Sciences5(2), 68-80.

De Vito, L., Brown, A., Bannister, B., Cianci, M., & Mujtaba, B. G. (2018). Employee motivation based on the hierarchy of needs, expectancy and the two-factor theories applied with higher education employees. IJAMEE.

Landry, A. T., Gagné, M., Forest, J., Guerrero, S., Séguin, M., & Papachristopoulos, K. (2017). The relation between financial incentives, motivation, and performance. Journal of personnel Psychology.

Novianty, R. R., & Evita, S. N. (2018). Financial incentives: the impact on employee motivation. Academy of Strategic Management Journal, 17(6), 1-8.

Pang, K., & Lu, C. S. (2018). Organizational motivation, employee job satisfaction and organizational performance: An empirical study of container shipping companies in Taiwan. Maritime Business Review.

Vlaev, I., King, D., Darzi, A., & Dolan, P. (2019). Changing health behaviors using financial incentives: a review from behavioral economics. BMC public health19(1), 1-9.

Human Resource Management

2

RESEARCH PROPOSAL

RELATIONSHIP BETWEEN FINANCIAL INCENTIVES AND EMPLOYEE MOTIVATION

INSTRUCTION

I am now doing this in stages. 

 

So we will continue to expand on

 

CH 1 Introduction which must be a 1000 words. 

We now need to talk more about “THE FEDERAL RESERVE SYSTEM” which you have already made mention of, so the proposal would be surrounding that, also

CH 2    Literature Review 2000 words


Bear in mind you have started this already so expanding on what you have started

Name:

Course Code and Name:

Instructor’s Name:

Institutional Affiliation:

Date:

Table of Contents
Introduction 4
Problem Statement 5
Objectives 7
Literature Review 8
Methodology 10
Reflections and Resources 10
Bibliography 11



Introduction

The success of an organization or corporation is contingent upon the level of employee motivation. Motivation is critical to the accomplishment of the organization’s goals and objectives. It is critical for firms with varied cross-cultural teams to guarantee that their employees are highly engaged. The management is responsible for ensuring that workplace goals and objectives are consistent with the company culture (Vlaev et al., 2019). Setting workplace goals is critical for establishing and monitoring the organization’s level of employee motivation (Pang & Lu, 2018). Employee commitment, engagement, and motivation are critical components of an organization’s success. Financial remuneration practices play a significant role in motivating employees.

According to many surveys, if an organization does not try to motivate its employees through monetary incentives, the organization is likely to have low performance (Vlaev et al., 2019). Organizations in the United States work diligently to increase employee engagement through monetary and financial pay and awards. Financial and monetary incentives have a stronger effect on employee motivation, according to studies (Pang & Lu, 2018). The United States government has implemented policies aimed at increasing compensation and incentive programs throughout all sectors of the labor market (Vlaev et al., 2019). As with any other firm, the government is attempting to improve employee performance through a variety of financial incentives.

The Federal Reserve System is the United States of America’s central bank. It is in responsible of issuing currency to all financial institutions and exercising influence over the economy via monetary policy (Coccia & Igor, 2018). The Federal Reserve System has a number of financial incentives in place to motivate its personnel. Several of these tools include the following: 

· This assists in meeting rental obligations.

· Gratuities are paid to all contract employees. This is a component of their terminal benefits and a token of appreciation for their long-term contribution to the business.

· Employees are eligible for personal loans and medical insurance coverage if they have worked for the bank for an extended length of time.


Problem Statement

Numerous researchers have sought to determine the effect of motivation on working institutions. According to research, motivating employees increases their performance and morale by making them feel wanted in the workplace (Coccia & Igor, 2018). However, there is a dearth of research on the effect of financial incentives on employee motivation. Motivation has been discovered to bring workplace commitment. Employees are more committed to where they gain their motivation from. A committed employee tends to work with enthusiasm and effort. Most employees have testified to find motivation from financial incentives. A workplace that offers financial incentives keeps its employees motivated hence they get committed to the organization. Humans have specific needs that need to be fulfilled for effective performance. In the current world, employees value workplace motivation.

Employee motivation increases employee commitment to the workplace. The more committed an employee is, the less likely he is to leave the workplace. Therefore, organizations which motivate their employees are more likely to have a higher employee retention. Due to global competition in finding the best skills and talent for maximum productivity of the workplace, organizations have resulted to finding intrinsic methods of motivating their employees. Most organizations now fully understand the impact of employee motivation on job performance in the workplace. Managers have focused resources on motivating their employees to boost their morale.

Financial motivation is known to be the leading factor to an effective and good performance. Motivation can be realized from different actions and items. While some employees cherish motivation from good deeds and good experience in the workplace, there are other employees who major their motivation on financial incentives (Landry et al., 2017). It is the role of each organization’s management to ensure that its employees are highly motivated through different means. A motivated task force tends to be highly productive and achieve set goals and targets (Landry et al., 2017). As mangers focus on motivating their employees, they should also consider financial incentives as a motivation plan. Currently, the world is facing an economic turmoil, which makes it hard for people to balance their finances in expenditure. This has led to demoralization in the workplace as people tend to spend more than their actual earnings. The global economic status has made it difficult for employees to maintain a balance between work and normal life. Therefore, the managers should come in and increase financial incentives for employees as a means of motivating them.

Most studies have discussed the importance of employee motivation in the productivity of an organization. However, little is known on the relationship between financial incentives and employee motivation. Therefore, the purpose of this study is to close this gap by determining the relationship between financial incentives and employee motivation. This is a case study of government employees in the United States. Is there a relationship between financial incentives and employees’ performance?


Objectives

The primary aim of this study is to investigate the relationship between financial incentives and employee motivation.

· Empirically determine the impact of financial incentives on the productivity of employees.

· Formulate the recommendations on employee motivation and financial incentives.

Through this research, employers and organizations’ managers will understand the relationship between financial incentives and employee motivation. This study aims at thoroughly discoursing the impact of financial incentives over other forms of motivation. The study also aims at discussing the form of financial incentives that can be used as a means of motivation by employers. The study will also aid in understanding the impact of employee motivation from incentives to workplace productivity and performance.

When the research problem is answered, employers will be able to use financial incentives as the best method of employee motivation. The recommendations from the study will help managers and employers understand the relationship between using financial incentives and the level of employee motivation. Therefore, employers will make more informed decisions.

1, Do financial incentives have any impact on employee motivation?

2. Is there a relationship between financial incentives and employees’ performance?


Literature Review

Previous research has established that the public sector does not operate in a businesslike manner. This has resulted in subpar performance from its employees, who do not receive the same treatment as those working in a corporate context. With the implementation of management services in the American government’s public sector, it is critical to consider employee motivation via financial incentives (Coccia & Igor, 2018). The government intends to consider pay for performance and compensation in particular. Historically, monetary prizes and incentives were viewed as bribes and unethical. Nevertheless, other scholars have provided explanations for the effect of financial incentives on employee performance. Financial incentives serve as a foundation for the organization’s sustained interaction with its employees.

The majority of enterprises worldwide have adopted performance-based compensation. This involves monetary compensation based on an employee’s performance. Employees are monetarily rewarded for their accomplishments. Financial incentives are the most fundamental way for employees to feel motivated, as they increase their morale (Coccia & Igor, 2018). Employees feel understood and respected in the workplace when they receive such financial presents and incentives. As a result, employees are more inclined to stay in their current employment, resulting in lower employee turnover.

Maslow established a hierarchical classification of human needs in 1943. Security, self-actualization, self-esteem, physiological needs, and belongings are the five areas of human wants. According to the professor, a person must first be biologically driven (De Vito et al., 2018). This is to ensure that the mental health and value of the employee are determined. When employees’ physiological needs are met, they become content and work toward achieving their own demands (De Vito et al., 2018). The following step is to address security concerns. This practice is repeated until all needs are met. Maslow asserts that unmotivated employees are less likely to be productive. By addressing their requirements, employees remain motivated and perform better.

According to Herzberg, some employment result in employee satisfaction, whereas others result in employee dissatisfaction (De Vito et al., 2018). According to the scholar, employee motivation results in a sense of accomplishment, responsibility, and promotion opportunities. Herzberg states that some factors in the workplace result to job satisfaction and motivate employees. The theory is considered practical in the workplace. According to the scholar, employees find gratification of higher levels such as recognition, advancement, achievement, and responsibility. He also states that the presence of one set of characteristics from the workplace leads to satisfaction at work. Herzberg disregards the fact that a higher level of satisfaction leads to a low level of dissatisfaction. He however states that both are independent phenomena that are not a continuum. According to the scholar, for employers to attain workplace productivity through enhancing motivation, they should focus on both ends of the equation. As they work on the satisfaction, they should also focus on the dissatisfaction.

Herzberg’s two factor theory distinguishes between motivators and hygiene factors. Some of the motivators captioned in this theory include recognition of one’s achievements, opportunities from work, responsibility and involvement in decision making (Novianty & Evita, 2018). Hygiene factor as recorded by Herzberg include salaries, fringe benefits, good pay, pay rises and job security. According to the scholar, lack of the hygiene factors leads to dissatisfaction of employees hence a lower performance. However, their presence in the workplace do not guarantee satisfaction. Eliminating dissatisfaction in the workplace is halfway to creating a conducive environment (Novianty & Evita, 2018). The other task is to increase satisfaction through motivation.


Methodology

A cross-sectional survey will be used in this investigation. This is due to the fact that the research is defined. The research will collect data in both quantitative and qualitative formats. The study will take place at the Federal Reserve System and other important US government agencies. The study will focus on existing employees at large government agencies. They will represent all other government employees. The Federal Reserve Bank, the Department of Defense, the Department of Education, and the Department of Commerce will provide data for this study. As a result, the sample size will be limited to twenty people employed by the United States government.

This sample size’s profile will be characterized in terms of age, degree of education, work experience, and attitude toward motivation. The sample technique employed represents 4% of the entire population.

Secondary data will be collected. Secondary data will be gathered through library resources and surveys completed previously by others. The data collected will be evaluated using a social science-specific statistical software.

This research will take place from March 16th, 2022. The research will be conducted for a period of three months. Therefore, the research will be concluded on June 17th, 2022.


Reflections and Resources

This research will be critical in assisting firms in recognizing the importance of financial incentives in motivating employees. This research will make use of periodicals, magazines, newspapers, and books on employee motivation. Additionally, electronic sources such as the internet and the World Wide Web will be used for research.


Bibliography

Coccia, M., & Igor, B. (2018). Rewards in public administration: a proposed classification. Journal of Social and Administrative Sciences5(2), 68-80.

De Vito, L., Brown, A., Bannister, B., Cianci, M., & Mujtaba, B. G. (2018). Employee motivation based on the hierarchy of needs, expectancy and the two-factor theories applied with higher education employees. IJAMEE.

Landry, A. T., Gagné, M., Forest, J., Guerrero, S., Séguin, M., & Papachristopoulos, K. (2017). The relation between financial incentives, motivation, and performance. Journal of personnel Psychology.

Novianty, R. R., & Evita, S. N. (2018). Financial incentives: the impact on employee motivation. Academy of Strategic Management Journal, 17(6), 1-8.

Pang, K., & Lu, C. S. (2018). Organizational motivation, employee job satisfaction and organizational performance: An empirical study of container shipping companies in Taiwan. Maritime Business Review.

Vlaev, I., King, D., Darzi, A., & Dolan, P. (2019). Changing health behaviors using financial incentives: a review from behavioral economics. BMC public health19(1), 1-9.

Human Resource Management

Marbella Residential Homes

Marbella Residential, located in southern Spain, was originally founded in 1972 to provide skilled and caring support to the elderly. Over the years it became very successful, gaining a number of prestigious awards, especially due its focus on beautiful premises, onsite medical services and comprehensive facilities. It expanded gradually to five residencies with space for 250 patients until 2015. At that point, the company was acquired by a venture capitalist who made a substantial investment in securing 4 further residencies with a total capacity of nearly 1,000 patients.

The focus changed significantly from highly personalized care to ensuring that the residencies were continuously filled to capacity, with profitability being the prime objective. This change has meant that many of the experienced staff have decided to retire or seek work in other places, leaving many staff gaps to be filled, mostly by young, inexperienced and sometimes untrained staff.

The market for skilled care of the elderly is growing apace as baby boomers from northern Europe decide to spend their final years in the sun of the Mediterranean and there is no shortage of people seeking a place at one of the Marbella residencies.

However, the rapid expansion of the company has created a number of problems and now, as a newly hired HR Director for the company, you are interviewing some of the 50 ‘core’ staff to assess the extent of the challenges you are facing:

  1. Gerda, a 35-year old licensed nurse from Germany says: “I’ve been here for 5 years and I’ve seen management do what it can to fill positions, but I don’t always agree with who they recruit. Some of the basic skills can taught, of course, but you can’t teach someone to care. So I find myself really stressed out, looking after so many patients who often just want more attention”
  2. Phillipe, a Belgian carer with a BA degree in Psychology tells you: “I came here a year ago thinking that it would be fun to work in southern Spain – you know, sun, sea and sangria …But it isn’t like that at all. There are constant crises to deal with and I’m the one everyone turns to first it seems, so I’m constantly running from situation to situation dealing with outbursts, arguments and even fights! And this goes on every day, including weekends, so I hardly have any time to myself at all. I’m already applying for other jobs…”
  3. Peter, a German doctor: “Well I’ve been living in this area for over 10 years, and I spend most of my time divided either at my surgery in Estepona or one of the Marbella residencies. I visit each residence once a week to check on patients and prescribe medicines and so on. If there’s a medical emergency, then I get called out to that as well. That worked fine until 2015 but now, it’s just impossible to get around all the residencies and see all the patients that need me. It’s totally ridiculous to think that only one doctor can deal with everything! We did have a second doctor, but he left almost as soon as he realized what the workload consisted of and frankly, I’m thinking of doing the same .. “
  4. Laura, a 17-year-old recent hire says: “I just started three months ago straight out of school. I’d really like the job if only I had more time to spend with each person. But there are so many patients, I can only clean them up, make the bed, and tidy the room and then I have to run off to the next patient. We’re supposed to be ‘carers’ but we’re just maids on the lowest minimum pay. The conditions are pretty bad and until now, we’ve had nobody to go to – I’m so glad you’re here now. Perhaps you can increase our pay and give us more time to look after the patients properly rather than just chase around until we’re exhausted?”
  5. Charles, Director of Marbella Residential: “Welcome to your new role and I’m very happy you’re here! I’ve spent most of my time interviewing people for vacant jobs and I told the owner it’s about time we had a professional HR person to help me out… Yes, we have 50 full-time nurses and carers spread around the various residencies and sometimes we have to shift them from one to the other to fill gaps. We outsource things like the cleaning and the catering because the owner wants to keep the organization as lean as possible. He only comes every now and again to check on things .. he expects us to keep the company going on the minimum possible cost base and he really isn’t interested in how we do it, because there’s a waiting list of over 50 people at the moment and it gets longer and longer every month … we just don’t have the places available. Enough staff, you ask? Well, frankly, there’s always people who want to come and work in this part of Europe and unemployment is high in the area, so we always have lots of applicants for any jobs that come up. Unfortunately, very few of them are qualified or interested in the job itself, so they don’t stay long. Our turnover is 30% a year, which keeps us busy recruiting… and the ratio of carers is 1: 25 patients or so, which is standard for the industry in Spain ….”

In addition, the 2020-2021 COVID pandemic has complicated Marbella’s HR situation, implementing new ways of managing its employees to effectively serve the patients.

  • a month ago
  • 30

Human Resource Management

1

BCO213 HUMAN RESOURCES MANAGEMENT Task brief & rubrics Assignment # 3

This course will have 3 assignments. Please find below task brief & rubrics for Assignments #3.

Task for Assignment # III – Please answer the 2 questions of the case and 2 out of 4 of the open section. Each question is worth 25% of the
assessment.

Part 1 – Case

Introducing a New Performance Management System

A large organisation, which traditionally had a paternalistic approach and low levels of unionisation, decided to introduce a performance management

system incorporating performance-related pay.

This changed the nature of the previous incremental salary scales and led to the abolition of the annual cost of living-related increase.

The new system incorporated an annual objective setting process, ongoing review and annual assessment with a reward link.

The annual assessment determined two things.

a) Firstly, whether the individual could move up on the salary scale:

• one increment

• two increments

• would remain put or

• would move down one increment.

There were careful descriptions related to performance which indicated which action should be taken in respect of each individual.

This replaced the previous system where increments were automatic and there was no possibility of moving down an increment.

b) Secondly, the assessment was translated into a grade (A–E) and each grade was linked to an amount of performance-related pay, expressed as

a percentage of current salary.

There were however limits on the number of people in any department who could be put into each category.

So, for example, A grade, which represented outstanding performance, was only available to 5% of the staff in any department.

The system was introduced very quickly using a consulting firm. However, 2 years after implementation there are high levels of dissatisfaction from

employees, and some line managers have also expressed serious concerns about their role in the system and the system itself.

2

To tackle the problem a different consulting firm was used as the previous one had disbanded.

They carried out some research and established the following:

• Objectives were not always agreed at the beginning of the period, sometimes they were agreed at the end or not at all

• Reviews were not generally carried out during the year

• Those departments that did set objectives found high levels of competitiveness between staff and an unwillingness to support others

• Changes to the incremental system were widely resented, except for a few highfliers

• Many felt the system was not used fairly or consistently

• Many employees, including line managers, did not understand why the system was introduced, others thought it was to do with cost cutting

• All felt the grade limits were unfair

• Employees did not feel line managers were objective in their assessments

• Some line managers expressed discomfort with the process

• Most employees felt their development needs were ignored

• The reward levels were too small to motivate employees.

Case Questions (each question is worth 25% of the exam grade)

1. What do you see as being the primary weaknesses of the new performance management system at this company? Why? How do they affect
the employees? Organize and explain how they affect other HR functions.

2. As an external HR consultant to the company, list and rank by priority the recommendations you would make to the Director of HR as to how

the system should be modified and relaunched? Establish a timeline for the recommendations.

Open Questions (each question is worth 25% of the exam grade)

Answer two of the following questions:

1. From afar, the best prize that life offers is the opportunity to work on something worthwhile. (Theodore Roosevelt). Explain how this phrase

impacts the HR corporate strategy and suggest what actions that should be implemented in a company in order to be consistent with its

message.

2. Steven Covey’s Top 7 Habits of Highly Effective People are: (1) Be proactive (2) Begin with the end in mind (3) Put first things first (4) Think win-

win (5) Seek first to understand, and then to be understood (6) Synergize (7) Sharpen the saw. How do these principles relate to the HR

function? Explain precisely and justify.

3

3. Operational managers sometimes complain that the HR function is more restrictive than helpful. What can HR managers do to demonstrate their

value to operational departments? What are the 5 most common errors that an HR executive can make? Explain and justify. Apply to your

personal experience.

4. Outline a ‘best practice’ process for developing an HR strategy at the organizational level. What kind of measurements (KPIs) would provide

effective monitoring and evaluative insights for such a strategy?

Formalities:

• Format: Word document

• Word count: 2.500 words minimum

• Cover, Table of Contents, References and Appendix are excluded from the total wordcount.

• Font: Arial 12,5 pts.

• Text alignment: Double Justified.

• The in-text References and the Bibliography must be in Harvard citation style.

• Please apply Professor’s top tips to produce a great report.

• Similarity scores over 20% will not be accepted.

Submission: Via Moodle (Turnitin). Deadline 17th Jan. 2022 at 23:59 CEST

Weighting: 40% of the course grade

Learning Outcomes: It assesses the following learning outcomes:

• understand the Human Resources function inside the enterprise, describe and analyze responsibilities and tasks.
• interpret job analysis and apply job design.
• understand different stages of human resources planning.
• asses strategies for recruitment, selection and training;
• asses retention strategies: performance management systems, compensation strategies and career development plans.

4

Rubrics

Exceptional 90-100 Good 80-89 Fair 70-79 Marginal fail 60-69

Knowledge &
Understanding

(20%)

Student demonstrates
excellent understanding of
key concepts and uses
vocabulary in an entirely
appropriate manner.

Student demonstrates
good understanding of the
task and mentions some
relevant concepts and
demonstrates use of the
relevant vocabulary.

Student understands the
task and provides minimum
theory and/or some use of
vocabulary.

Student understands the task
and attempts to answer the
question but does not
mention key concepts or uses
minimum amount of relevant
vocabulary.

Application (30%) Student applies fully
relevant knowledge from
the topics delivered in
class.

Student applies mostly
relevant knowledge from
the topics delivered in
class.

Student applies some
relevant knowledge from
the topics delivered in
class. Misunderstanding
may be evident.

Student applies little relevant
knowledge from the topics
delivered in class.
Misunderstands are evident.

Critical Thinking
(30%)

Student critically assesses
in excellent ways, drawing
outstanding conclusions
from relevant authors.

Student critically assesses
in good ways, drawing
conclusions from relevant
authors and references.

Student provides some
insights but stays on the
surface of the topic.
References may not be
relevant.

Student makes little or none
critical thinking insights, does
not quote appropriate
authors, and does not
provide valid sources.

Communication
(20%)

Student communicates
their ideas extremely
clearly and concisely,
respecting word count,
grammar and spell check

Student communicates
their ideas clearly and
concisely, respecting word
count, grammar and spell
check

Student communicates
their ideas with some
clarity and concision. It
may be slightly over or
under the word count limit.
Some misspelling errors
may be evident.

Student communicates their
ideas in a somewhat unclear
and unconcise way. Does not
reach or does exceed word
count excessively and
misspelling errors are
evident.

5

Marbella Residential Homes

Marbella Residential, located in southern Spain, was originally founded in 1972 to provide skilled and caring support to the elderly. Over the years it became very
successful, gaining a number of prestigious awards, especially due its focus on beautiful premises, onsite medical services and comprehensive facilities. It
expanded gradually to five residencies with space for 250 patients until 2015. At that point, the company was acquired by a venture capitalist who made a
substantial investment in securing 4 further residencies with a total capacity of nearly 1,000 patients.

The focus changed significantly from highly personalized care to ensuring that the residencies were continuously filled to capacity, with profitability being the prime
objective. This change has meant that many of the experienced staff have decided to retire or seek work in other places, leaving many staff gaps to be filled,
mostly by young, inexperienced and sometimes untrained staff.

The market for skilled care of the elderly is growing apace as baby boomers from northern Europe decide to spend their final years in the sun of the Mediterranean
and there is no shortage of people seeking a place at one of the Marbella residencies.

However, the rapid expansion of the company has created a number of problems and now, as a newly hired HR Director for the company, you are interviewing
some of the 50 ‘core’ staff to assess the extent of the challenges you are facing:

1. Gerda, a 35-year old licensed nurse from Germany says: “I’ve been here for 5 years and I’ve seen management do what it can to fill positions, but I don’t
always agree with who they recruit. Some of the basic skills can taught, of course, but you can’t teach someone to care. So I find myself really stressed
out, looking after so many patients who often just want more attention”

2. Phillipe, a Belgian carer with a BA degree in Psychology tells you: “I came here a year ago thinking that it would be fun to work in southern Spain – you
know, sun, sea and sangria …But it isn’t like that at all. There are constant crises to deal with and I’m the one everyone turns to first it seems, so I’m
constantly running from situation to situation dealing with outbursts, arguments and even fights! And this goes on every day, including weekends, so I
hardly have any time to myself at all. I’m already applying for other jobs…”

3. Peter, a German doctor: “Well I’ve been living in this area for over 10 years, and I spend most of my time divided either at my surgery in Estepona or one
of the Marbella residencies. I visit each residence once a week to check on patients and prescribe medicines and so on. If there’s a medical emergency,
then I get called out to that as well. That worked fine until 2015 but now, it’s just impossible to get around all the residencies and see all the patients that
need me. It’s totally ridiculous to think that only one doctor can deal with everything! We did have a second doctor, but he left almost as soon as he
realized what the workload consisted of and frankly, I’m thinking of doing the same .. “

4. Laura, a 17-year-old recent hire says: “I just started three months ago straight out of school. I’d really like the job if only I had more time to spend with each
person. But there are so many patients, I can only clean them up, make the bed, and tidy the room and then I have to run off to the next patient. We’re
supposed to be ‘carers’ but we’re just maids on the lowest minimum pay. The conditions are pretty bad and until now, we’ve had nobody to go to – I’m so
glad you’re here now. Perhaps you can increase our pay and give us more time to look after the patients properly rather than just chase around until we’re
exhausted?”

5. Charles, Director of Marbella Residential: “Welcome to your new role and I’m very happy you’re here! I’ve spent most of my time interviewing people for
vacant jobs and I told the owner it’s about time we had a professional HR person to help me out… Yes, we have 50 full-time nurses and carers spread
around the various residencies and sometimes we have to shift them from one to the other to fill gaps. We outsource things like the cleaning and the

6

catering because the owner wants to keep the organization as lean as possible. He only comes every now and again to check on things .. he expects us to
keep the company going on the minimum possible cost base and he really isn’t interested in how we do it, because there’s a waiting list of over 50 people
at the moment and it gets longer and longer every month … we just don’t have the places available. Enough staff, you ask? Well, frankly, there’s always
people who want to come and work in this part of Europe and unemployment is high in the area, so we always have lots of applicants for any jobs that
come up. Unfortunately, very few of them are qualified or interested in the job itself, so they don’t stay long. Our turnover is 30% a year, which keeps us
busy recruiting… and the ratio of carers is 1: 25 patients or so, which is standard for the industry in Spain ….”

In addition, the 2020-2021 COVID pandemic has complicated Marbella’s HR situation, implementing new ways of managing its employees to effectively serve the

patients.

Human Resource Management

Human Resource Management

Due: Friday, September 3rd

1-2 Competencies needed by HR Professionals

Part One:

Why is it important for HR management to transform from being primarily administrative and operational to becoming a more strategic contributor?

Part Two:

In your own words, write one or two paragraphs explaining the competencies needed by HR professionals and why HR certification is important.

Human Resource Management

Question Description

Assignment Three

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Read the case given below and answer the questions:

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Halima, the owner and manager of a company with ten employees, has hired you to take over the HRM function so she can focus on other areas of her business. During your first two weeks, you find out that the company has been greatly affected by the up economy and is expected to experience overall revenue growth by 10 percent over the next three years, with some quarters seeing growth as high as 30 percent. However, five of the ten workers are expected to retire within three years. These workers have been with the organization since the beginning and provide a unique historical perspective of the company. The other five workers are of diverse ages.

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In addition to these changes, Halima believes they may be able to save costs by allowing employees to telecommute one to two days per week. She has some concerns about productivity if she allows employees to work from home. Despite these concerns, Halima has even considered closing down the physical office and making her company a virtual organization, but she wonders how such a major change will affect the ability to communicate and worker motivation.

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Halima shares with you her thoughts about the costs of health care on the organization. She has considered cutting benefits entirely and having her employees work for her on a contract basis, instead of being full-time employees. She isn’t sure if this would be a good choice.

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Halima schedules a meeting with you to discuss some of her thoughts. To prepare for the meeting, you perform research so you can impress your new boss with recommendations on the challenges presented.

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Assignment Question(s):(Marks 5)

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  • Point out which changes are occurring in the business that affect HRM.(1.5)
  • What are some considerations the company and HR should be aware of when making changes related to this case study?(1.5)
  • What would the initial steps be to start planning for these changes?(1)
  • What would your role be in implementing these changes? What would Halima’s role be?(1)

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Answers:

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