Case Study: Plan For Strengthening The Behaviour And Service Of Workers Or Employers

Reward is an encouragement plan for strengthening the behaviour and service of workers or employers. Rewards in wages or in the form of wages for some special services can be monetary, or they simply give an employee a job that he likes to do. The primary aim of organizations to attract, maintain and retain highly efficient and motivated employees is to be rewarded for their work.

The pay strategies that introduced at Nike were competitive pay adjustment. A compensation scheme which is competitive and equitable and promotes employee engagement and high performance is one of the main roles of business management. For employee recruiting and retention activities, fair compensation practices are important. Salary systems are an essential component of successful compensation policies which help to ensure that wage rates for classes of workers are socially competitive which internally equal. A well-designed pay structure helps management to reward success and skills growth while at the same time managing the total basic wage expense by having a cap on the amount charged for particular positions or locations. For example in the case study, as said by Finley, Nike’s senior director of North America communication, they make some changes to its pay and rewards by competitive pay adjustment. They conducts it based on an annual pay analysis which by that year it will conducted a deeper analysis of all roles and at all levels globally.

Then, pay equity. In the wage setting system, pay equality is a tool for reducing gender and racial discrimination. Most women and people of colour, such as clerical, services workers, nurses and teachers, are also segregated into a few occupations. Historically, these positions have been undervalued and are now mostly undervalued due to the age and ethnicity of the people in them. Equal pay means that workers must be sexual and culturally inclusive as a condition for setting wages. The wage disparity persists, in part, because many women and people of colour are often segregated into a few low-paid professions. More than half of all female employees have sales, clerical and service positions. Statistics indicate that the more women or people of colour control the profession, the less it pays. Part of the wage disparity is the product of disparities in employment, experience or time in the workplace. Nonetheless, none of these causes can justify a large part of it; they are due to prejudice. In other words, certain occupations pay less if they are held by women and people of colour. For example in the case study, the company defined pay equity as equal compensation for men, women and people of all races and ethnicities who perform same work at the same level, experience and performance.

Finally, award bonuses. Employee incentive systems are programs that are developed by an organization to recompense and empower workers on a community and/or individual basis. Usually they are considered independent of compensation, but can have a monetary value or expense for the company otherwise. Whilst formerly being the domain of large companies, small businesses are now using them as a method to recruit top workers and improve employee efficiency in a competitive job market. Reward systems have been used for some time in American industry. They typically reward individual achievement and are also used by sales organizations to enable salespeople to produce additional business or higher income. These can also be used, however, to identify the successes of the party. In addition, growing numbers of organizations have moved from employee incentive schemes to one that rewards organizational performance achievements at the company, departmental or organizational level. For example based on the case study, Nike changes its award bonuses which the company will have one performance-sharing plan (PSP) for all eligible employees.

In conclusion, the most successful way to inspire workers to achieve the desired objectives of the company is to build an atmosphere of good, friendly and positive relationships between the managers or superiors of the organization and employees and to concentrate on sincere expressions of gratitude for the particular accomplishments of employees in terms of performance excellence.