Rewards & Welfare(ACME)

ACME has a competitive benefits package which includes sick pay, life assurance (that is four times salary), BUPA medical insurance, and pension entitlement. In addition, they spend lavishly on company activities to get clear reward messages through. It is effective that ACME maintains an internally equitable and externally competitive pay and benefits package. The degree of inequity that an employee feels when underpaid appears to be a function of whether the employee chose actions that resulted in underpayment. That is, if an employee chooses to work harder than others who are paid the same, he will not feel cheated, but if he is pressured into working harder for the same pay, he will be unhappy (Byars & Rue 29).

While ACME has its strengths, they admit that the worst aspect of staff management relations is the inconsistency that comes from management and supervisors; there is a mechanism that allows management to acknowledge these inconsistencies. This is possible only through the maturity and personal involvement of the employees involved, which is not the case in unionised organisations whose treatment of such cases is distinctly impersonal. Fallibility and changing one’s mind is acceptable at ACME and is not perceived as a weakness. This is reinforced by the openness with which performance discussions are conducted.

The motivation to perform represents a much more complex psychological contract between the individual and the organization involving perceived alternatives, perceived consequences of these alternatives, and individual goals (Mcdonald & Makin 42). Organizations have no choice but to provide membership motivation if they wish to remain organizations. Moreover, ACME employees are trained towards broadening their jobs. There is also an emphasis on breadth of knowledge and expertise. This is an effective way of motivating workers. Such motivation in these times of change demands a balanced combination of emotional and intellectual levers (Goss 41).

Production targets are set systematically, emanating from the sales plan. These are then cascaded per section, and performance comparisons against target are done on a monthly basis. From a normative viewpoint, getting employees warmed up through performance management is good, but it is not enough. Performance management is critical for the successful achievemnet of organisational strategies and goals (Managing People 76).

Tenko team meetings are held for the resolution of parochial concerns at the operator level. Team briefings are done on a daily basis where department managers are expected to provide comprehensive updates in their respective areas. These include information on previous month’s target achievements, sales, significant customers, and complaints. There are evaluation measures that allow constant, stringent monitoring of performance. One way of motivating employees is to share information (like profit and loss or quality of service) on how his department is doing in comparison with others in or out of the company (Byars & Rue 29).

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