Strategic Compensation In Canada 5th Edition Richard J. Long - Solutions

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Who is responsible for overseeing an organization’s performance management system?
How does the concept of performance management fit into the role of an accountant?
How does performance management compare to management control?
What is the origin of the term performance management?
Why must senior managers be capable of both energizing and directing employee behaviour?
What is the difference between multidisciplinary and interdisciplinary approaches?
What are some examples of the insights each of the four business disciplines provides to the study and practice of performance management?
What four business disciplines contribute to the study and practice of performance management?
What overall advice would you have for Martha and Jeff?
What is your view about the changes Jessica has made and wishes to make?
How well suited is this strategy to the city of Halifax?
What type of competitive strategy is Pierre’s pursuing?
What performance management changes or business improvements, if any, would you recommend?
Explain how the performance management system fits or fails to fit with each division’s strategy.
What type of competitive strategy is EVD pursuing?
What type of competitive strategy is ECD pursuing?
What is your view about the changes made to HHF 2? When considering these changes, relate them to the company’s strategy.
Do you agree with Mr Wells that egg farms share similar characteristics to factories and should be treated as expense centres?
What advice would you have for the board of Organization for Equality of Rights?
Evaluate from a performance management perspective each of the changes made by Scarlett and Beau.
Identify and comment on what you believe is the strategy of SPM.
Would you recommend that Plaintree Holdings Australia purchase the rest home? Why or why not?
Calculate and comment on what you believe is the fair price/price range Plaintree Holdings Australia should pay for the North Otago rest home.
Identify and comment on what you believe is the strategy of Plaintree Holdings Australia.
Do you have any suggestions for improving the management control system of Miramar?
What weaknesses, if any, do you believe exist in Miramar’s management control system?
Do you feel that the accounting system adequately captures the managers’ performance?
How would you rate the respective performances of Quinn and Denise?
What further advice would you have for the Green brothers?
What is your opinion of the company’s financial performance? What, if any, suggestions do you have for improving this performance?
What is your evaluation of the company’s costing and pricing systems?
What generic business strategy is Ellington Knitting Mill pursuing?
Provide advice on future research opportunities in performance management.
Compare the integrated model of performance management presented in this book with the integrated performance management models of other scholars.
offer further discussion and illustration of the interconnected nature of performance management systems.
Discuss the constraining influence of labour markets on performance management design.
Discuss the constraining influence of government policies on performance management design.
Discuss the constraining influence of national culture on performance management design.
Discuss the constraining influence of industry on performance management design.
Identify the four primary external contingent factors that constrain performance management design.
Discuss the constraining influence of organizational ownership on performance management design.
Discuss the constraining influence of organizational size on performance management design.
Discuss the constraining influence of organizational lifecycle on performance management design.
Discuss the constraining influence of leadership styles on performance management design.
Identify the four primary internal contingent factors that constrain performance management design.
Discuss the two main ways senior managers can create change in organizational culture.
Discuss the process an organization’s senior managers undertake to identify poor alignment between the organization’s culture and the organizational strategy being pursued.
Identify and describe the six dimensions of organizational culture.
Define organizational culture.
Identify and discuss the human resource systems organizations use to motivate and direct employee behaviour.
Identify and discuss the types of employee incentive systems organizations use to motivate and direct employee behaviour.
Identify and discuss the types of performance measurement systems organizations use to motivate and direct employee behaviour.
Identify the three primary types of organizational systems, processes, and procedures used by organizations for effective performance management.
Discuss senior managers’ imperative to ensure their chosen responsibility centre is fit for purpose.
Define the term responsibility centre and discuss each of the four main types.
Discuss the interrelationships between various dimensions of organizational structure.
Describe the dimensions of organizational structure and how these influence employee behaviour and ultimately strategy implementation.
Define organizational structure.
Describe how the three levers of performance management are influenced by and influence the adoption of digital business transformation.
Discuss how digital business transformation is related to performance management.
Discuss why digital business transformation is often described as a journey that requires the holistic integration of business practices.
Describe and provide examples of some of the early manifestations of digital business transformation.
Define digital business transformation.
Discuss the basic associations between competitive strategy and performance management system design.
Using the concept of order-winning criteria (oWC), compare and contrast the four showcased competitive strategy taxonomies.
Discuss and critique the competitive strategy taxonomies of Miles and snow, Porter, Cooper, and Kim and Mauborgne.
Introduce the concept of business-unit-level strategy, or what is commonly referred to as competitive strategy.
Discuss the basic associations between corporate-level strategy and performance management system design.
Discuss the three types of corporate-level strategy: single-industry, r elateddiversified, and unrelated-diversified.
Identify the two types of organizational strategy: corporate-level and business-unit-level.
Define organizational strategy and discuss its importance to an organization’s success.
Discuss the actions an organization can take to minimize the potential for unethical employee behaviour.
Discuss the various factors that motivate employees’ unethical behaviour.
Identify the different types of costs organizational ethical failings give rise to.
Demonstrate and discuss the link between ethics and performance management.
explain the role and importance of ethics within a profession and its relation to the concept of social responsibility.
Define ethics and discuss the interrelationships between ethics and law, including the relationship between laws, regulations, and the public interest.
Connect the organization’s use of mission statements, vision statements, and slogans with the strategy it pursues.
Describe, discuss, and offer examples of the key features of organizational mission statements, vision statements, and slogans.
Describe how stakeholders influence an organization’s adoption of its goals and objectives.
Define and discuss the concept of stakeholder.
Compare and contrast the different organizational theories’ underlying assumptions about human behaviour and how these views impact the design, implementation, and practice of performance management.
Discuss how contingency theory, agency theory, goal-setting theory, stakeholder theory, and resource-based theory contribute to practitioners’and scholars’ understandings of employee behaviour and ultimately performance management success.
Discuss the necessity for theory to ground performance management practice and illuminate its further development.
Provide a conceptual model of performance management that communicates its key elements and serves as a roadmap for the book’s chapters.
Compare and critique various leading scholars’ attempts to develop performance management frameworks.
Identify key milestones in performance management thinking.
trace the history of the field of performance management, connecting its emergence and development with significant events occurring in allied business disciplines.
Discuss how performance management is practised, including who is involved and their various roles and responsibilities.
Define performance management.
Identify and discuss the four disciplines that contribute to the study of performance management.
show how the study and practice of performance management is an interdisciplinary as opposed to a multidisciplinary endeavour.
In previous chapters, you may have prepared compensation strategies for "The Fit Stop" or one of the other cases in the Appendix. If so, develop a detailed plan for implementing the new compensation strategy at one of these firms. If not, prepare a compensation strategy for one of these firms,
Form small groups. Each member of the group should check with a current or previous employer (or some other employer if this is not convenient) to determine whether the organization is outsourcing some or all of its compensation administration. Is the company happy with the current system? Why or
Go to the Resources and Fact Sheets page of the Office of the Privacy Commissioner of Canada website (http://www.privcom.gc.ca/fs-fi/02_05_d_16_e.cfm) (scroll down to see the Fact Sheets) and review the 10 employer responsibilities under PIPEDA. What are the ways in which adhering to these
4. What are the key forces that could trigger a need to adapt or modify the compensation system? Which of these do you think are the most important?
3. Why is it so important to have a process for evaluating the compensation system?
2. What issues should you consider when deciding whether to outsource. compensation functions?
1. Why is compensation communication such an important aspect of an effective compensation system?
Discuss the issues to be considered in adapting the compensation system.

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Strategic Compensation In Canada 5th Edition Richard J. Long - Solutions

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