Management Style of Brian Driscoll
The blame for the demise of Hostess has been squarely put at the union's feet and their contracts. After conducting a close examination on the company, I have realized that free labor would have led to the death of Hostess; the striking employees only enhanced the inevitable. In this situation, people on the right track have pointed fingers at greedy unions. However, we must acknowledge that the two sides must reach a realistic agreement in a collective bargaining setting. Unions reflect the demands and wishes of employees and are natural to engage in negotiations in order for their demands to be fulfilled. Companies must communicate accurate company data with the union and companies should provide clear answers when they cannot meet the demands of employees. A positive relationship with workforce cannot be built by asking employees to give significant amounts of benefits back and pay while boosting the salaries of executives twice in a span of ten years (Longenecker, 2006).
The demands raised by employees of Hostess were just but normal; just as many employees in facing similar situations in their workplace, these workers had to hold on to what was at their disposal. The blame cannot be put on the unions or workers for the years of failed ideas and inept management at Hostess. Nevertheless, these employees and their unions have lost their jobs: they are carrying the heavy load occasioned by the blame. Brian Driscoll, the former CEO of the company tripled his salary despite the knowledge that the company was geared towards bankruptcy. It is reported that various top managers received massive pay increases with some of them doubling their salaries. Currently, the incumbent CEO has put the blame on the union for fostering the demise of the company. It is evident that the new CEO is partial because he is quick...
Compensation Management Organizations can also effectively develop when strategic and tactical compensation issues are adequately addressed by the management. An organization's management has to recognize and integrate long-term strategic objectives with short-term tactical requirements (Henderson, 2006). Organizations should develop and operate compensation system that promotes fair treatment by relating job worth to differences in job requirements, recognize the worth and value of employee knowledge and skills. Some of the principal activities that
Compensation Management Different people gain different levels of satisfaction from their jobs. However, it is very difficult to measure with precision the degree of satisfaction people get from any work related activity they engage in. In order to motivate employees who work exceptionally well, employers may device some forms of monetary rewards that are given in appreciation of their hard work (Gomez-Mejia & Balken, 1992). These monetary may be paid directly
It suggests that individuals in similar jobs should have similar levels of pay; otherwise illegal discrimination may be an issue at the workplace. Internal equity demands that the jobs being compared have similar levels of skill (such as two engineers, versus an engineer and a clerical worker), skill sets (a registered dietician vs. A registered nurse would not be 'equal,' because of the greater level of education and knowledge
Compensation Management; Paid Job and Organizational Satisfaction The relationship between pay satisfaction, job satisfaction and organizational satisfaction are interconnected. In human resource management (HRM) literature, there is a great deal of attention paid to job satisfaction. Employees that are satisfied are likely to demonstrate a number of positive behavioral characteristics, compared to employees with a lower level of satisfaction, including a high level of productivity and great commitment to their employer.
Compensation Management Explain the job characteristics theory. How does it tie in with intrinsic compensation? Job characteristics theory was first introduced by Hackman and Oldham. Later on the basis of this theory, a job characteristic model was proposed which is also known as JCM. The theory focuses on five job attributes which helps in motivating the employees and make them feel satisfied at their job. The five job characteristics are as follows: Task
By bringing more locals into the overseas operation, the use of expats can be reduced. In addition, the cost of expats should be factored into the decision to enter a market. Major markets will still be profitable even with the presence of expats, but there are many marginal markets that may not be viable once expat costs are included (for example, where Malaysia may be profitable, adjacent Brunei may
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