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merit pay

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Question

250-300 word response in APA format with 3 scholarly resources in response toInsuring Merit Pay and Other

Incentives Administered Fairly

            Gomex-Mejia et al. (2016) define merit pay as “a pay-for-performance plan, which increases base pay, usually once a year” and often determined by supervisory performance appraisal (p. 334).  Other types of pay-for-performance plans are individual bonuses and awards such as paid vacations and televisions.  These pay plans are based on the production and motivation of the employees and insuring that these types of pay plans are administered fairly can be a difficult task for an organization.  Majority of employees respond well to merit pay and other incentives.  However, according to Salimaki & Sini Jamsen (2010) “research has demonstrated that the implementation of merit pay programs can suffer from a number of barriers related to the performance assessment and pay allocation that may impede its intended usefulness” (p. 230). 

One way that an organization can make sure that their pay-for-performance system are administered fairly is to make sure that each individual employee’s contributions can be noted on annual reviews.  Ensuring that merit pay and other pay-for-performances are administered fairly must also have proper annual reviews that detail the reasons why or why not for the pay raise.  Data from the organization should be used in determining if an employee deserves a pay raise or not.  This data can be taken from customer service questionnaires and patient surveys in the medical field.  Other ways to ensure that organization will have a fair pay-for-performance system is to involve their employees in the design of the system.  “Incentives should link to the organizational goals, informal feedback should be frequently provided to employees” (Gomez-Mejia et al., 2016, p. 354).  Pay should not be linked to criteria that are important to the organization, but rather to the employee/group themselves.

Healthier Lifestyles

Gaining popularity, employers are implementing healthy living incentives, which “offers financial rewards to attain worthwhile goals that are not directly related to performance objectives” (Gomez-Mejia et al., 2016, p. 333).  These healthy living incentives offer employees a motivator in order for them to obtain goals they have set for themselves and need a push at in achieving.  Mujtaba and Cavico (2013) discuss one major reason for employers offering financial incentives for healthier employees; health insurance costs (p. 193).  Unhealthy employees are a major financial stress factor to organizations because it drives the price of health insurance up, costing the organization money.  Organizations offer these healthier living incentives because they also care about their employees.  Philippians 2:4 reads “Do not merely look out for your own personal interests, but also for the interests of others” (Philippians 2:4, ESV).  This biblical scripture explains the importance of caring for others.  By implementing healthier living incentives for employees, organizations are showing their care for their employees and their devotion to their health.

References

Gomez-Mejia et al. (2016). Managing Human Resources (8th ed.). Boston, MA:Pearson.

Mujtaba, B. & Cavico, F. J. (2013) Corporate wellness programs: implementation challenges in the modern american workplace. International Journal of Healthy Policy and Management, 1(3), p. 193-199.

Salimaki, A., & Sini Jamsen. (2010). Perceptions of politics and fairness in merit pay. Journal of Managerial Psychology, 25(3), p. 229-251.

 
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The Patient Protection and Affordable Care Act

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Question

The Patient Protection and Affordable Care Act (along with the Health Care and Education Reconciliation Act of

2010) is the health care legislation currently being implemented. Without getting into the politics of the debate that has surrounded this legislation, consider the main provisions of the law and the issues it is trying to address. Research at least two of the central economic and/or social issues, for example, the cost of health care for the uninsured that historically has been transferred to those who are insured. Discuss how the law addresses these issues and provide your perspective on whether or not the solution the law provides is likely to be effective.

This paper is an opportunity for you to reach beyond the textbook and to understand a current event in compensation and benefit design and management. You must support your position using appropriate sources that are properly cited.

The paper will be approximately 3 pages in length, not including title and reference pages.

 
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thread

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Question

You will submit one 350-word thread to the questions posed in the forum in APA format: here is the

discussion

Topic: Adolescent and young adult health
1. Discuss 1 major health issue that affects adolescents and young adults.
2. In your discussion, share information from 1 peer-reviewed article that addresses this problem at the community level.
3. In your discussion, include at least 1 product or program/service that addresses the problem. Also, include how the product or program/service is purchased, and if it is cost-effective.

 
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Compensating sales professionals is challenging

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Question

Compensating sales professionals is challenging. There are many factors to consider, and some naturally oppose

each other. The classic example of this opposition is sales volume versus customer service. You can readily see how these might conflict if sales professionals are rewarded only on volume of sales and not at all on customer satisfaction. Our assignment for this module takes a look at the unintended consequences that occur with a new product roll out. You are asked to recommend solutions to the problems.

CybrTech Inc. is a mid-sized provider of computer hardware and software that focuses on handheld solutions for service and maintenance organizations. Their maintenance business is primarily in the United States, although they have begun to license sales in several foreign countries. In the U.S., CybrTech uses an in-house sales staff that includes seven professionals in the field and three professionals at the headquarters who connect with customers via phone and website.

 The pay structure for the outside sales staff includes both base salary and commission.

  • Base salary – $28,000
  • Commission – 5% of gross sales, for both hardware and software. It is typical for a sales professional to produce $800,000 annually.

The pay structure for inside sales staff is a straight salary – $48,000 per year.

All employees receive a competitive benefits package.  

CybrTech’s primary product is a handheld device, the M1. The M1 stores information about heating, ventilating and air conditioning (HVAC) systems, parts inventories, safety concerns, and other information pertinent to completing maintenance and repairs on large and complex mechanical systems. The product has been on the market for about eight years and enjoys a good reputation.

About a year ago, CybrTech launched a new product, the M2, which has many more features than the M1. The M2 has a web-based application that allows for real-time interface with technical support, and a work order program that fully captures costs of all maintenance and repairs.

The company’s business plan for the M2 planned to replace about 15% of the existing M1s and also sell an additional 500 units to new customers in the first year. The results are not even close to expectations.

To further complicate the problem, customer feedback on the M2s in use is not good, with the primary complaint being ‘the M2 is too complicated’.

The sales of the M1 have remained steady.

The executive team has met to try to get to the bottom of the slow M2 sales. To prepare, they asked for input from the sales staff.

Input from outside sales:

  • The M2 does work and provides additional features, but the customers don’t seem to think it is worth the cost to upgrade.
  • We seldom can get time to walk them through all the features. And if a customer gives us the time, it means we only see one customer that day.

Input from inside sales:

  • We are really here to help customers, and to sell additional features, we cannot sell the M2 over the phone because its features are difficult to explain.
  • We are spending most of our time trying to help those who have purchased a unit. The outside sales team is not giving these customers enough training.

Prior to the rollout, the M2 was demonstrated to focus groups comprised of current customers and potential customers. The M2 received excellent evaluations.

From a compensation perspective, what solutions can you offer?

Submit your responses to each question in a Word document, 2-3 pages in length excluding the title page or reference page , double spaced, and in 12-point Times New Roman font.

 
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