S. jobs, or approx. 25% of its employees, overseas by end of 2004. The plan is to ultimately move EVERY job that supports an internal account. I also hear they are behind schedule at the moment.
Certainly, this is a very significant proportion of the computer giant's American workforce. Yet, IBM's management justifies such drastic demographic changes by appealing to the humanitarian side of the globalization debate.
It's not about one shore or another shore," an I.B.M. spokeswoman, Kendra R. Collins, said. "It's about investing around the world, including the United States, to build capability and deliver value as defined by our customers.
And to further emphasize their socially-redeeming values,
Executives at I.B.M. And many other companies argue that creating more jobs in lower cost locations overseas keeps their industries competitive, holds costs down for American consumers, helps to develop poorer nations while supporting overall employment in the United States by improving productivity and the nation's global reach.
To be sure, the above statements represent the corporate party line when it comes to globalization and staff restructuring. But do these same assumptions promote the greater happiness of those already employed, or yet to be employed?
As previously stated, the proper rewarding and compensating of employees is essential to maintaining a profitable organization. Employees who feel they have no job security, fear for loss of benefits such as retirement packages and medical insurance, or who in other ways are dissatisfied with the potential for change, will not be fully productive members of the organization. These issues bring to the fore the potential conflicts between corporate mission statements and business strategies, on the one hand, and the genuine needs and concerns of personnel, on the other. Compensation, taken in terms of salary and non-monetary incentives, is a powerful tool in encouraging worker loyalty and productivity. A study by Stevens and Hill (2001) focused on executive compensation in large organizations. According to the research,
They found that low performing firms use higher fixed salaries and fewer incentives while high performing firms use lower fixed salaries and a greater percent of overall compensation is incentive pay. This would suggest that higher performing firms are using various forms of incentive compensation such as cash incentives, noncash incentives, and benefits and perks more than low performing firms.
Companies that try to cut corners, or to cut back on salary and other incentives, as a way of showing that costs are just to high in their usual place of business may be creating the very conditions they claim to be trying to avoid. Since the onset of globalization, a common complaint has been the lack of skilled workers in many developed countries, and their corresponding availability, and low-cost, in developing nations. Yet, by cutting back on benefits packages, and holding down salaries, many large businesses in the developed world are also undercutting their employees' performance. A working who is not regularly receiving decent raises as a reward for work well done, or who sees his or her other benefits being cut away is not likely to be the model loyal employee. Nor is that same individual likely to go the extra mile toward serving the corporate mission and business strategy. The less well employees are compensated the more likely are they to be unproductive; to participate in the creation of the very situation that employers' claim drives them to eliminate these incentives and seek qualified help elsewhere.
Another major problem in terms of employee compensation concerns employee perception of how compensation is awarded; whether that compensation is awarded fairly or in accordance with a clear plan or strategy. To listen to the mission statement of an IBM, one would get the clear impression that business strategy is focused on rewarding outstanding service to the company and its goals. Recent years have witnessed a considerable outcry regarding companies that have offered their executives enormous compensations packages while at the same time denying similar, though scaled, rewards to employees. In many cases, companies have actually laid-off thousands of workers, or cut their benefits, while giving multimillion dollar awards to high-ranking executives. Furthermore, executives have at times been granted huge compensation packages despite verifiably poor performance. They have even received these compensation packages even in cases where they have actually been dismissed on grounds of poor performance. According to one theory, an individual's compensation correlates directly to set spending patterns that are relatively constant during the course of an individual's life:
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