Case study
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files (2)HRM307Unit3Assignment.pdf
HRM307CaseStudiesJune2021.pdf
HRM307Unit3Assignment.pdf
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Due Date: 11:59 pm EST, Sunday of Unit 3 Points: 100 Overview: To understand how to design a comprehensive compensation strategy, you will apply your learning to the selected case study. Instructions: Select one company to use throughout the course (the company information document is attached to the assignment). You will use this company case study to apply your learnings from the class.
• Record your name, the date, and the company name you have chosen for your case study on the title page of your paper.
Take time to read and review Chapters 1-4 to answer these questions. Answer the following questions for the case study you have chosen. Read all aspects of your case study carefully. Please make sure you address each question thoroughly and clearly. Each question should be at least 2-3 paragraphs to illustrate your understanding. Review the grading rubric before writing your paper.
1) Of the three generic business strategies that most organizations follow (cost- cutter, customer-centric, prospector, innovator, or something else), which strategy does your case study seem to fit and why? Review the following to help you; the article in Unit 1 titled The linkages between business strategies, culture, and compensation using Miles & Snow's and Hofstede culture framework in conglomerate firms, Three Compensation Strategies (Exhibit 2.1), and Tailor the Compensation System to the Strategy (Exhibit 2.3).
2) What compensation objectives can you conclude from your case study (review Exhibits 1.5, 1.6, 2.1, and 2.3 to help you gather some ideas for your case study)? List several unique compensation objectives for your case study and explain why you have inferred your unique objectives.
3) Review Formulating a Total Compensation Strategy (Exhibit 2.6) and Contrasting Maps of Microsoft and SAS (Exhibit 2.8). Map a total compensation strategy for
HRM307 – Compensation & Benefits Case Study 1
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Competitiveness and Employee Contributions. Discuss your company's profile in these two areas and explain why you have answered in this way.
4) In the case study you have selected, how might the company's values be reflected in your compensation system design and why?
5) Review Hierarchical versus Egalitarian Structures (Exhibit 3.6) and Layered versus Delayered Structures (Exhibit 3.7). What types of internal structures do you believe would fit best for your case study and why?
Requirements:
• Submit a Word document in APA format (double spaced with references and APA in text citations).
• Maximum 6 pages in length, excluding the Title and Reference pages. • At least two resources.
Be sure to read the criteria below by which your work will be evaluated before you write and again after you write.
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Evaluation Rubric for Case Study 1
CRITERIA Deficient Needs Improvement
Proficient Exemplary
0 – 17 points 18 – 23 points 24 – 29 points
30 points
Relevance Does not understand each question nor its relevance to the learning material
Generally, understands each question and its relevance to the learning material
Mostly understands each question and its relevance to the learning material
Completely understands each question and its relevance to the learning material
Complete and Concise
Fails to answer each question thoroughly and concisely
Somewhat answers each question thoroughly and concisely
Mostly answers each question thoroughly and concisely
Thoroughly answers each question completely and concisely
Support Fails to provide relevant examples and/or sources supporting each answer
Generally, it provides relevant examples and/or sources supporting each answer
Mostly provides relevant examples and/or sources supporting each answer
Completely provides relevant examples and/or sources supporting each answer
0 – 5 points 6 – 7 points 8 – 9 points 10 points Clear and Professional Writing and APA Format
Errors impede professional presentation; guidelines not followed.
Significant errors that do not impede professional presentation.
Few errors that do not impede professional presentation.
Writing and format are clear, professional, APA compliant, and error-free.
- Overview:
- Instructions:
- Requirements:
- Evaluation Rubric for Case Study 1
HRM307CaseStudiesJune2021.pdf
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Select a hypothetical company (Workforce Solutions Services, Inc., Global Braking Components Corp., or Worldglobe Biotech Corp.) from one of the columns below which interests you. You will use this case study to apply your learning in Unit 3, 5, and 7.
Company Name Vision
Workforce Solutions Services Inc. (WSS) Making HR Easier
Global Braking Components Corp. (GBC) Designing and Producing a World Class Product
Worldglobe Biotech Corp. (WBC) Developing the Next Generation of Biotech Solutions
Industry - Product
Service – Staffing and Workforce Solutions
Manufacturing – Automotive components Research – Biotech and Pharmaceuticals
# Employees 5,000 employees - US and Canada Temporary and permanent staffing, outsourcing, and innovative workforce solutions (payroll, on site workforce management, recruiting, temporary solutions, outplacement).
200 employees - Global manufacturing - 5 locations
Braking component supplier to US automotive manufacturers.
10,000 employees - Global Biotechnology and pharmaceuticals.
Financial Overview
Modestly Profitable 20% profit margins
Low Profitability 8% profit margins
Very Profitable 40% profit margins
HRM307 – Compensation & Benefits
Case Studies
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Strategic Emphasis
Acquiring new customers. Experimentation and searching for opportunities are valued.
Acquire new resources. Obtain new opportunities. Differentiation. Continuous Development. Transformational changes to the market. Focus on growth – expand service offerings. Long term approach. Increase market share.
Permanence and stability. Efficiency, control and smooth operations are important.
Improve Quality. Increase sales/reduce cost. Reduce safety incidents. Increase operational efficiency. Maintain key customers and markets and increase sales in current market space. Short term approach – investor owned. Sell the business.
Competitive actions and achievement. Hitting stretch targets and winning in the marketplace are dominant.
Increase market share. Develop new customers. Deliver new products to the market. Increase profitability. Obtain goals
Market Service differentiation Low product cost Product differentiation Position Provide new solutions to the customer Product centered
Manage the customer Customer centered
Objectives An organization that focuses on selling product bundles/systems. They deliver products and services as a package
An organization that is focused on producing and selling excellent products (basic philosophy is customers will buy product because it is the best in the marketplace)
An organization that is aware of their customers and knows to whom they are selling and segments their customers and tailors marketing campaigns by segment. Looks for cross selling opportunities.
Competitors Many competitors Steady competition Few competitors Criteria for Success
The organization defines success on the basis of having the most unique or newest services. It is a service leader and innovator. Goal is to outpace and outperform the competition with new opportunities, provide unique cutting- edge workforce solutions
The organization defines success on the basis of efficiency. Dependable delivery, smooth scheduling and low-cost production are critical.
The organization defines success on the basis of winning in the marketplace and outpacing the competition. Competitive market leadership is key.
Organization Culture
Commitment to innovation and development. There is an emphasis on being on the cutting edge.
Risk Taking, Performance, Long Term Thinking, Unstructured Environment, Flexible, Creative, Shared Decision Making, Freedom to Act.
Formal rules and policies. Maintaining a smooth-running organization is important.
Stability, Management Control, Structure, Hierarchy, Centralized Decision Making, Process Focused, Formal Planning and Approvals, Internal Consistency/Uniformity, Timeliness, Organization
Emphasis on achievement and goal accomplishment. Aggressiveness and winning are common themes.
Customer Focus, Results Oriented, Diversity, Innovation, Learning/Development, Personal Growth, High Performance, Collaboration.
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Dominant Characteristics
The organization is a very dynamic entrepreneurial place. People are willing to stick their necks out and take risks.
The organization is a very controlled and structured place. Formal procedures generally govern what people do.
The organization is very results oriented. A major concern is with getting the job done. People are very competitive and achievement oriented.
Leadership The leadership in the organization is generally considered to exemplify entrepreneurship, innovating, or risk taking.
The leadership in the organization is generally considered to exemplify coordinating, organizing, or smooth- running efficiency.
The leadership in the organization is generally considered to exemplify a no- nonsense, aggressive, results-oriented focus.
Management of employees
The management style in the organization is characterized by individual risk-taking, innovation, freedom, and uniqueness.
The management style in the organization is characterized by security of employment, conformity, predictability, and stability in relationships.
The management style in the organization is characterized by hard-driving competitiveness, high demands, and achievement.
Values Honesty, Diversity, High Performance, Innovation, Risk Taking, Learning, Balance, Flexibility
Integrity, Results, Continuous Improvement, Problem Solving, Accountability
Trust, Respect, High Performance, Expertise, Creativity, Problem Solving, Results
Workforce Description
Employee specialization – Temporary labor which includes clerical, administrative, assemblers, machine
Employee specialization – Manufacturing Engineers, Material Planners, Operations Specialists, Machine Maintenance
Employee specialization – Biochemists, Bio-pharmacologists, Research Scientists, Engineers, Program Managers, Supply
operators, inspectors Other key positions include Information Technology Business Analysts, Information Technology Specialists, Cost Accountants, Safety Specialists, Sales Managers, On site Client Managers, Media, Communications and Media Specialists.
Diverse workforce with broad range in age.
Customer Facing – Temporary Labor assigned to client sites, such as Assemblers, Administrative Assistants, and Clerks, as well as Sales Managers, Solution Managers, and On-site client Managers
Technicians, Machine Operators, Manufacturing Technicians, Assemblers, Materials Handlers.
Other key positions include Information Technology Manager, HR Manager, Plant Manager, Finance Manager, Safety Manager
Older diverse workforce with long service.
Customer Facing – Sales Manager, Quality Manager, Engineering Manager, Plant Manager
Chain Managers, Information Technology, Clinical Affairs, Medical Officers, Regulatory Specialists.
Diverse and global workforce. Collaborative. Team focused. Recent graduates with PhD, MS degrees. Younger workforce.
Customer Facing – Sales Managers, Marketing Managers, Research Managers, Clinical Managers, Quality Managers, Medical Officers, Regulatory Managers
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External labor market availability
The labor market is not readily available. Competition with other companies is fierce.
Machine Operators and Assemblers are recruited locally but difficult to find. Specialized engineering skills are difficult to find locally and recruiting comes from out of state or up to 35 miles outside the facility.
High demand for high tech talent. Most of the company facilities are located in urban areas near universities. Supply of talent is available but the company competes with several large biopharma industries throughout the US.
