Essays on O'Meara Electronics Case Study

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The paper "O'Meara Electronics" Is a great example of a Management Case Study. Various remuneration systems may be used by different organizations to meet diverse needs and ensure that employees are adequately motivated. Both the position and the person based remuneration are mainly used to make sure that organizations succeed and have the right remuneration systems in place to ensure that employees record high performances. However, employees, as well as the executives, may have different opinions depending on their positions and the type of remuneration that is in place in the company.

Individual performances and the skills that employees possess are well integrated into the person based remuneration which makes it comprehensive and well applicable in any organization. In this case, person based remuneration should be adopted by O'Meara Electronics to facilitate the success of the organization and ensure that the performances improve. The first part will cover the position based remuneration system; the second part will cover person based remuneration, the third part will cover the case study analysis, the fourth part will cover conclusion while the last part will cover the recommendation to the O'Meara Electronics on the type of remuneration system to be used. Position based remuneration system This kind of pay system focuses on the positions held by the organization as the basis of the compensation.

Therefore, this system further operates based on the responsibilities that people possess in the company and through this employees are rewarded by their added value to the company. According to Hon, (2012) it is important for the companies to make sure that it can safeguard the needs of its most valuable employees to ensure that it can succeed in the long run.

However, this type of remuneration system is also important given that it helps in ensuring that those with special needs such as disabled and other disadvantaged people in the society are well protected. The disadvantaged in society have no ability to execute various operations as the other part of the society which is important for them to succeed in a given social setting (Lé né , 2014). Protecting employees is important since it helps in eliminating cases of employee turnovers which normally arise as a result of employees' perception that is not valued in the company (Lavy, 2007).

For instance, to safeguard the employee's value in the organization, at times there may be cases where employees are promoted to make sure that they have the ability to perform at the highest level. One of the major weaknesses of the performance-based remuneration is the failure of the system to consider various performance-based measures to determine the right remuneration that the organization is supposed to institute. On the other hand, there may be cases of lack of motivation especially among the junior employees who may feel that their efforts are not appreciated in the company (Buytendijk, 2008).

Position based remunerations, therefore, helps in establishing the right link of the employees, their value, and the responsibilities that they have in the organization. Given that position based remuneration is a hierarchical form of payment, employees are rewarded based on the responsibilities they hold in the organization (Xueyan, 2015).

References

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Buytendijk, F., 2008. Performance leadership: The next practices to motivate your people, align stakeholders, and lead your industry. McGraw-Hill Professional.

Dierdorff, E.C. and Surface, E.A., 2008. If you pay for skills, will they learn? Skill change and maintenance under a skill-based pay system. Journal of Management, 34(4), pp.721-743.

Giancola, F., 2007. Skill-Based Pay–Issues for Consideration. Benefits and Compensation Digest, 44(5), pp.11-15.

Halvorsen, P.A., Steinert, S. and Aaraas, I.J., 2012. Remuneration and organization in general practice: Do GPs prefer private practice or salaried positions?. Scandinavian journal of primary health care, 30(4), pp.229-233.

Hausmann, Y. and Bechtold-Orth, E., 2010. Changing remuneration systems in Europe and the United States—a legal analysis of recent developments in the wake of the financial crisis. European Business Organization Law Review, 11(2), pp.195-229.

Holte, J.H., Abelsen, B., Halvorsen, P.A. and Olsen, J.A., 2015. General practitioners’ altered preferences for private practice vs. salaried positions: a consequence of proposed policy regulations?. BMC health services research, 15(1), p.119.

Hon, A.H., 2012. When competency-based pay relates to creative performance: The moderating role of employee psychological need. International Journal of Hospitality Management, 31(1), pp.130-138.

Lavy, V., 2007. Using performance-based pay to improve the quality of teachers. The future of children, pp.87-109.

Léné, A., 2014. Skill-based pay in practice: An interactional justice perspective. European Journal of Training and Development, 38(7), pp.628-641.

Mitlacher, L.W., and Welker, A., 2010. Remuneration systems, employer attractiveness, and demographic change: An analysis of anesthetists in German hospitals. Journal of Management & Marketing in Healthcare, 3(4), pp.272-284.

Smithers, A., 2016. How Managerial Incentives Affect Economic Performance. World Economics, 17(1), pp.127-146.

Stanhope, D.S., Pond III, S.B. and Surface, E.A., 2013. Core self-evaluations and training effectiveness: Prediction through motivational intervening mechanisms. Journal of Applied Psychology, 98(5), p.820.

Van Dijk, C.E., Verheij, R.A., Spreeuwenberg, P., van den Berg, M.J., Groenewegen, P.P., Braspenning, J. and de Bakker, D.H., 2013. The impact of remuneration on guideline adherence: empirical evidence in general practice. Scandinavian journal of primary health care, 31(1), pp.56-63.

Xueyan, X., 2015. Chinese Academics under the Reformed Remuneration System: A Case Study. Chinese Education & Society, 48(4), pp.280-296.

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