The paper "Reward System in the Swedish Real Estate Sector" is a great example of a management case study. It has been proved that for ant firm to come across good human capital, and then the road would be expensive and hard to come by. This means that human capital still stands to be the greatest determinant of the success of any firm. In this report, a comprehensive survey has been carried out on the Swedish real estate firm. Its purpose is to find out if there are financial or non-financial management rewards in this firm (Burke et al.
2007). Different managerial rewards greatly depend on Social exchange theory as well as the dependency theory as applied in the Swedish firm. At different levels of development for the firm, there are various benefits as well as financial rewards as prescribed by the nature of different employee’ s nature. Several programs have been introduced to successfully reciprocate the tireless efforts of the Swedish firm employees. This paper, therefore, will be able to give us a clear picture of how the Swedish real estate sector operates.
The review will touch on the framework, system requirements, the current practices in the firm as well as the rehearsal and roll-out. This survey adopts a clear viewpoint on the employer-employee relationship as applied in the economic and social exchanges in the firm. Finally, according to this survey, it is affirmed that some parts of the reward systems in the firm, are driven by the engagement of the employees and how they could be socially exchanged. This study is widespread and does not only focus on the executives the firm, but also on the role of employees to the well being of the reward management of the Swedish real estate sector firm (De Greef et al. 2004). Key concepts Several questions have been raised concerning the reward management on real estate firms and in particular, the Swedish firm.
These reward systems majorly focused only on the executives and the managers of the real estate firm. In the early ’ 90s, the Swedish real estate firm had experienced some real financial crisis (Storey, J. 2002). The blame was entirely on the nature of a reward system that was in operation.
According to the survey carried out, it is important to note that for total reward strategies in the firm, then the Social exchange theory (SET) an agency theory should be operational. In some instances, variations may occur on different reward items which are further explained by the resource dependency theory. In the early years of the ’ 90s, there were some inevitable challenges from the institutional, economic, political and ideological pressures. This change was aimed at adopting new and better managerial instruments in the firms.
These instruments have their greatest emphasis on the manager’ s performance, reward and appraisal systems (Ghosh& Sirmans. 2005). From the research carried out by great employers, there is the emphasis that a realistic view of what can be achieved in a limited time frame. It is also important to focus on evaluation in a key area rather than make a long list that will never be. The managers should also focus on improving the existing mechanisms of human capital reports and the employees’ attitude survey. There has been a worldwide administrative reform that is in line with the principle of the new public management.