Performance & reward management
绩效与奖励管理代写 This is focused on the benefits that workers receive for their presentation in addition to their regular wage. Which can be included
Even though ATNS has used performance or reward management they have been presented with certain issues that most businesses are currently grappling with. ATNS has taken significant measures to guarantee that its employees are valued. This approach has resulted in the corporation consistently reporting profits over time. However, as stated in the case study, the firm is experiencing significant issues, including salary, advancement, and staff retention, as well as rivalry from other industrialized nations and businesses. 绩效与奖励管理代写
One of the most difficult difficulties in assuring that performance awards are aligned with a company's objectives and will assist the firm to attain its goals while also maintaining employees’ satisfaction (Rowland & Hall, 2014). One of the managers, in particular, stated that the organization has recently experienced an upsurge in the amount of mid-career traffic managers quitting. He said that 17 staff had gone in the previous year for better opportunities elsewhere. The capacity of reward to permit a firm to remain competitive while also attaining internal equality has demonstrated to be a substantial problem for ANTS.
The challenges that ANTS has with employee incentives and administration stem from a variety of core factors.
For starters, the ATCO job is considered hectic and difficult. Working on busy shifts, at night, and needing to operate at a high cognitive level all through the transition are further sources of stress. Depending on human traits such as worry and exhaustion, stress has resulted in various effects on the firm. Another key aspect of ATNS's difficulties has been personnel loyalty, with its employees in great demand by other organizations, notably in the Middle East (Albert & Hayfey 2020).
The problem appeared to be more frequent among White employees. 绩效与奖励管理代写
Who were typically better competent and believed they might not be advanced over time owing to South African affirmative action laws. Internally, the method should be founded on fairness, and internationally, it ought to be aggressive. Employees should be able to comprehend and trust performance management. Finally, the high-level skills movement from South Africa is boosting the number of highly qualified professionals traveling to Australia, Europe, and North America.
ATNS employees’ problems may be improved in a variety of ways through a performance and reward system. A skill-based approach is one in which an individual's salary is used by their abilities instead of the worth of the job they occupy within the firm (Martono, Khoiruddin & Wulansari, 2018). This indicates that the higher an employee's skill level and the higher their salary. 绩效与奖励管理代写
This is in contrast to the present system, which pays employees according to their status. Meanwhile, ATNS can also apply broad banding when an institution has a pay system that comprises job categories and consistent compensation. Every occupation has a pay scale. This strategy is supposed to push employees to perform harder to advance to the subsequent job category. This is in contrast to the present practice of valuing a work function in terms of compensation depending on current market conditions.
Finally, ATNS can utilize variable compensation.
This is focused on the benefits that workers receive for their presentation in addition to their regular wage. Which can be included in ATNS (Martono, Khoiruddin & Wulansari, 2018). The normal method would be to award an employee depending on performance evaluations. Flexible compensation and rewards for employees for meeting fixed objectives within a detailed time-bound.
This type of award must be earned every year, which means that if an employee does not meet the obligatory aims and goals for the following year, they will not be rewarded. The method will ensure that ATNS retains a huge proportion of skilled employees. Finally, dealing with the problems that ATNS encounters other than presenting alternatives will guarantee that the company tackles the problem of staff retention over the long run and ensures the company's continuation.
References 绩效与奖励管理代写
Albert W & Hayfey P. (2020). Air traffic and navigation services soc limited: Talent management. Ivey business school foundation.
Martono, S., Khoiruddin, M., & Wulansari, N. A. (2018). Remuneration reward management system as a driven factor of employee performance. International Journal of Business & Society, 19.
Rowland, C., & Hall, R. (2014). Management learning, performance and reward: theory and practice revisited. Journal of Management Development.
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