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HR0371: Rewarding Relationships

1

 

January 2011

NEWCASTLE
  BUSINESS
  SCHOOL
 
 

GROUP 1

Designing a Pay System for FastCat
Designing a Pay System for FastCat Group 1(3)

2

  Newcastle Business School
  Assessed work (Group Work)
 
Tutor’s name: Level: Group no: Dr Nick Creaby-Attwood Module No: Module Title:

1

Group Mark:

70

 

Comments:
Introduction and context Discussion of context is clear and provides an effective starting point for further discussion within the report. The employment relationship is not considered in a great deal of detail and more could be done to set out the broader parameters of the relationship – particularly in terms of the implied balance of power and the scope that this provides for the parties in the design of the reward system. Discussion of parties’ respective interests Again, this could have been discussed in further detail – establishing the parameters of the parties’ objectives are an important precursor for the discussion that follows. It is difficult to evaluate the compromises and tactical victories/defeats of each side without a clear statement of what was desired and why. Technical competence of reward proposals The discussion of reward proposals naturally improved throughout the report. Phase 1 was often a little unclear in the way that the compensable factors were explained and justified. Perhaps a better presentation could have been achieved – although there is the odd confusion between person and job based factors (e.g. p20). Similarly the discussion of the development of multiple structures on the basis of a single set of comp factors is not clearly explained. Phase 2 is probably the strongest section. Phase 3 would have benefitted from more detail… Awareness of the link between proposals/practices and parties’ respective interests …particularly in relation to what we know about the respective objectives of parties with regard to performance pay and so on. The technicalities of rewards are often done well – but equally often betray a lack of appreciation of the fundamentally conflicting interests over rewards in the employment relationship. Use of and reflection upon integrative and distributive bargaining processes and outcomes A useful chapter at the end of the report filled in some of the gaps that were apparent as the report progressed. However, I would have like to see a more complete discussion of the various bargaining approaches and a reflection upon the experience of the the various bargaining forms.

 
Signature of Lecturer: Date assignment marked by Lecturer:

Designing a Pay System for FastCat

Group 1

3

 

Contents
1.1
 Historical
 Background
 ......................................................................................................................  8
  1.2
 Strengths
 and
 Weaknesses
 ..............................................................................................................  8
  1.3
 Listening
 to
 Employees
 and
 Customers
 ...........................................................................................  8
  1.4
 Disadvantages
 of
 Employee’s
 Relations
 ..........................................................................................  8
  1.5
 Positive
 Views
 from
 the
 Customers
 .................................................................................................  9
  1.6
 Future
 Business
 Strategy
 .................................................................................................................  9
  1.7
 Adding
 and
 Retaining
 Customers
 ....................................................................................................  9
  1.8
 Improving
 Coordination
 and
 Rewarding
 Employee’s
 Performance...
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