Presentation of organisational behaviour
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Here are some suggestions for Sean Neale to consider as alternatives to traditional pay-for-performance compensation that could help motivate employees without placing undue financial burden on the company: - Offer flexible work schedules to allow for a better work-life balance. This costs little but can boost morale. - Provide more opportunities for training and skills development. Investing in employees' careers engages and retains talent. - Recognize top performers regularly with non-monetary rewards like public praise, extra time off, or special assignments. Simple gestures go a long way. - Tie a portion of annual bonuses to team or department-wide goals rather than individual performance to encourage collaboration. - Communicate the company
Presentation of organisational behaviour
- 1. PRESENTATION OF ORGANISATIONAL BEHAVIOUR ON QUALITY OF WORKLIFE AND CASE STUDY OF QWL Compiled by- AKRITI SAXENA FARHAN KHURSHEED MBA(FT)-3RD SEM IBM-CSJMU 7TH NOV 2012
- 2. introduction • The concept of QWL was originated in India in mid 1970s when the country was passing through a phase of intense labour unrest. • QWL is a prescriptive concept it attempts to design work environment so as to maximize concern for human welfare it is a goal as well as process.
- 3. Definition of QWL Quality of work life can be defined as the environment at the work place provided to the people on the job. QWL means having good supervision, good working conditions, good pay and benefits and an interesting, challenging and rewarding job. QWL programs is the another dimension in which employers has the responsibility to provide congenial environment i.e excellent working conditions where people can perform excellent work also their health as well as economic health of the organization is also met.
- 4. • To attract and retain talents To prevent stress Effective integration of work and personal life Job satisfaction Increase quality and productivity To balance personal/family and work related demands on an individual employee.
- 5. COMPONENTS OF QUALITY OF WORKLIFE 7) Stress level 6) Opportunities 1) Open communication 5) Increased 2) Reward employee system participation 4) Career 3) Job security growth
- 6. 1) Flexibility on Job 5) 2) Job Participative Enrichment mgt 4) 3) Secured Grievance Job Handling
- 7. Quality of Working Life is not a concept, that deals with one area but it has been observed as incorporating a hierarchy of concepts that not only include work- based factors such as job satisfaction, satisfaction with pay and relationships with work colleagues, but also factors that broadly focuses on life satisfaction and general feelings of well-being. To retain a good talent in the organization it is important for the organization that he should have low stress level and high quality of work life.
- 8. Sean Neale is facing a dilemma. And he’s not alone. like many managers, Sean is struggling to find creative ways to keep his employees motivated. Sean is CEO of robotics’ manufacturing firm located in Midwestern United States. The company prospered in the 1990s- sales revenue nearly tripled and the company’s workforce doubled. The price of the company’s stock rose from under $8 a share to more than $60 .And his employees prospered because the firm had a pay – for-performance compensation system. specifically, every year,20% of the company’s profits were set aside in a bonus pool and used to reward employees. Profit sharing provided the typical employees with an extra $7,800 in 1998 and $9,400 in 1999.then it dropped to just$2,750 in 2000.the company lost money in 2001 and 2002, so there were no profits to share. meanwhile, Sean’s executive team was not spared from watching their profit-sharing bonuses disappear. The average executive
- 9. Like the company’s operating employees, in 2001and 2002,executive got nothing over their basic salaries. Sean’s situation seems to be common among many firms. While employees in2002 and 2003 were often glad to just have a job, the incentives they enjoyed in the 1990s were eroding. For instance, Ford Motor company suspended contribution to salaried employees 401(k) retirement plans and merit raises for about 2200 senior executive; media company tribune co in Chicago froze wages and cut 140 senior managers’ pay by 5 % and Hewett –Packard eliminated profits sharing in 2001. A 2002 survey of 391 companies found that 48% planned to lower performance-based rewards for both managers and workers in the next 12 months.
- 10. 1.What implication can you draw from this case regarding pay-for –performance? 2.If you were Sean Neale, what can you offer employees as an alternative to compensation that will not place an undue hardship on your organization’s bottom line? Be specific.
Editor's Notes
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