Health Communication From Theory To Practice 1st Edition Renata Schiavo - Solutions

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Describe the constraints that limit the design of a compensation strategy.
3. Do you think that the Fit Stop (in the Appendix) would be a suitable organization in which to implement an organization performance pay plan? Explain why or why not. If the Fit Stop is suitable, what type of organization performance plan would be most appropriate? Describe the key elements of
2. Suppose that management at Alliston Instruments (in the Appendix) has decided to scrap the current individual performance pay system. However, the company has not decided what, if anything, will replace this system and have called you in to advise them. They want you to examine the group and
1. Analyze the pay system at Alliston Instruments (in the Appendix). Why is the new pay system apparently not working? Do you think that the individual production bonus system could work if some changes were made? What changes? Is individual performance pay suitable for this company? If management
2. Form small groups of four to six people. Each group member will contact one local retailer and find out about its pay system for its sales staff. Compare the systems and discuss whether any of these systems are linked to the type of product sold and the type of sales activity. Do they fit with
1. Form small groups of four to six people. Then develop several alternative ways of using the reward and compensation system to solve the problems identified at the CNE soft-drinks booth, described in the opening vignette.
Implemented for the right reasons, an employee share plan can be an effective organizational pay plan. Using the ESOP Association of Canada website (http:// www.esop-canada.com), explain the four main motives for implementing employee share ownership plans in Canada.
3. Discuss the considerations you would use in deciding whether to apply profit sharing or employee share ownership to a given organization.
2. Discuss the considerations you would use in deciding whether to apply gain sharing or goal sharing to a particular work group.
1. Discuss which types of employees or jobs would be best suited for piece rates, sales commissions, merit pay, or special-purpose incentives. For each of the four pay plans, identify an employee group for which this plan would fit well.
Define and discuss the applicability of the three main types of organization performance pay.
Define and discuss the applicability of the three main types of group performance pay.
Define and discuss the applicability of the four main types of individual performance pay.
2. Analyze the "Multi-Products Corporation" case in the Appendix and determine what would be the most appropriate method for determining base pay. What factors led you to the choice you made?
1. Analyze the "Fit Stop" case in the Appendix and determine whether base pay should be an important component of compensation for the sales staff. If so, identify the most appropriate method for determining base pay for the sales staff. What factors did you consider in making these decisions?
3. Three firms are briefly described below. For each firm, identify the role (if any) that you believe indirect pay should play in the compensation system, and give examples of specific benefits to offer. Explain your choices.a. A company offers lawn maintenance and yard cleanup services in the
2. In a small group, discuss how important benefits will be to you in choosing your next job. Then everyone should identify the three benefits that are most important to them. Do these vary across individuals in your group? If so, discuss why.
1. Form small groups of four to six people. Each group member should describe the compensation mix for their most recent employer, focusing on the extent to which base pay, performance pay, and indirect pay are utilized by each employer. What types of employers seem to use more or less of a
Using Salary Wizard (http://monsterca.salary.com), identify four different types of jobs in which you have some interest. Choose jobs that are as different from one another as possible. For each job, record the "median base salary." Then click on the "Bonuses" tab and record the "median total cash
4. Pay for knowledge appears to work very well at Shell Sarnia (described in Compensation Today 4.3). Why does it work so well there?
3. Discuss why organizations might prefer job evaluation to market pricing.
2. Discuss why organizations would ever want to use indirect pay.
1. Discuss why it is not always desirable or even possible to use output- based pay.
Define the pay-for-knowledge system and discuss its advantages, disadvantages, and applicability.
Define job evaluation and discuss its advantages, disadvantages, and applicability.
Define market pricing and discuss its advantages, disadvantages, and applicability.
Identify and differentiate between the three main methods for establishing base pay.
Define indirect pay and discuss its advantages, disadvantages, and applicability.
Define performance pay and discuss its advantages, disadvantages, and applicability.
Define base pay and discuss its advantages, disadvantages, and applicability.
2. Read the "Plastco Packaging" case in the Appendix. The Plastco machine operators appear to be suffering from low job satisfaction and motivation. Develop a plan for solving these problems by redesigning these jobs to add more intrinsic rewards. Besides these changes to job design, can you
1. Analyze the "Henderson Printing" case in the Appendix. Why do you think there is such a high turnover of new employees? What concepts may help explain employee reactions to the compensation system? Do you think the compensation system is fair? Is it effective? What principles for effective
2. This chapter contained two examples of auto companies-Toyota (Compensation Today 3.1) and CAMI (Compensation Today 3.2)-that apparently wanted to adopt a high-involvement managerial strategy.Adopting high involvement was not successful at CAMI but was very successful at Toyota. Are there any
1. In a group of four to six people, discuss situations in which employees expe- rienced reward dissatisfaction. What caused that dissatisfaction? How did people react to it? What were the consequences for the organization? Were they serious consequences? Why or why not?
2. Go to http://queendom.com and browse through the free personality and values tests. Identify at least one test that would be relevant to employee motivation, and take that test. Discuss what it tells you about your own motivation pattern, and how it might relate to the reward strategy that would
1. Employee turnover can be expensive, and it is just one possible conse- quence of reward dissatisfaction. Using your most recent full-time job or that of a friend or relative, go to http://www.isquare.com/turnover.cfm to estimate the specific costs of turnover for that job.
3. Discuss how reward systems can be used to generate task behaviour, membership behaviour, and citizenship behaviour.
2. Discuss how employee job attitudes serve as the link between reward systems and employee job behaviour.
1. Discuss the three main types of reward problems. Have you ever encountered any of these problems?
Describe the implications of the behavioural framework for designing effective reward systems.
Discuss the role that managerial strategy plays in determining the types of employee attitudes and behaviour needed by an organization.
Explain how to generate organizational citizenship behaviour.
Outline the process through which task behaviour is motivated.
Explain how to generate membership behaviour.
Describe the causes and consequences of reward dissatisfaction.
Identify three key job attitudes and explain their roles in determining employee behaviour.
Define the three key employee behaviours desired by employers.
Identify the three main types of reward problems that can afflict organizations.
3. Read the "Multi-Products Corporation" case in the Appendix and determine the managerial strategy that would be most effective for this firm. What reward and compensation strategy would fit this managerial strategy? What problems might you encounter in using this managerial strategy?
2. Read "The Fit Stop" case in the Appendix and determine which managerial strategy would be most effective for this firm. Given what you know about Susan Superfit, which managerial strategy do you think she would prefer to use? Does this match your choice?
1. In the "Achtymichuk Machine Works" case in the Appendix, Achtymichuk is having a lot of trouble motivating and retaining its cleaners. To get as many ideas as possible for solving this problem, they have hired three different consultants. One is an adherent of the classical managerial strategy,
2. In a group of five or six people, share the results of your analysis from Exercise 1. Compare the organizations that were considered to be effective with those that were not. Were the firms that matched strategy with contextual variables rated better than those that did not? Discuss why or why
1. Take an organization that you know well, such as a current or former employer, and apply the template in Compensation Notebook 2.2 to determine the most appropriate managerial strategy for that firm. Does this match the managerial strategy actually in use? If not, why not? Do you agree with what
Go to the website for the Canadian HR Reporter (http://www.hrreporter .com) and click on Compensation. From the stories that have been published in recent months, what seem to be the key themes and concerns in relation to compensation?
3. Discuss recent trends in compensation practices taking place in North America and explain what may be causing those trends.
2. Discuss why it is important to understand which managerial strategy a firm is practising before designing a compensation system for that firm.
1. "If a compensation system works well for one business, that same compen- sation system should also work well for other businesses." Discuss whether this statement is true.
Discuss how conditions in North America changed during the 20th century, and explain how this has affected today's managerial and compensation strategies.
Analyze any organization to determine the most appropriate managerial strategy for that organization to adopt.
Describe the five main determinants of managerial strategy, and explain how they can be used to select the most appropriate managerial strategy.
Describe the three main managerial strategies that organizations can adopt, and explain their implications for the most effective reward and compensation system.
Describe the three main sets of elements in the strategic compensation framework, and explain how they relate to one another.
Explain how the strategic framework for compensation can be used as a tool for designing effective reward and compensation systems.
Describe an organizational system.
Explain why the same compensation system that is a success in one firm can be a failure in another.
Read the "Henderson Printing" case in the Appendix. What is your assessment of the compensation system in place there? Do you think it meets the criteria for an effective compensation system as set out in Compensation Notebook 1.1? Which criteria does it meet, and which does it violate?
2. Consider the pay system that was used for servers at the Screaming Tale Restaurant, described in Compensation Today 1.2. Do you believe that it met the criteria for effectiveness identified in Compensation Notebook 1.1? Do you consider that it was an effective system for this restaurant? Was it
1. In a small group, describe to one another the compensation system at your most recent job, in terms of base pay, performance pay, and indirect pay. Then discuss your reactions to this system. Do you believe it was equitable? What impact did it have on your motivation and commitment to the
2. Again using Salary Wizard, check how much the pay ranges for the jobs in Compensation Today 1.3 have changed since 2012, the year in which this book's salary data were collected.
1. Using Salary Wizard (http://monsterca.salary.com), what conclusions can you draw about variations in pay level in different parts of Canada? Pick two or three different jobs to make your comparisons across the country.
2. Discuss why a compensation system must be viewed in the context of the total reward system.
1. Discuss why an effective compensation system is so important to most organizations.
Discuss the organizational context in which compensation management takes place.
Describe the steps along the road to effective compensation and explain how this book will facilitate that journey.
Identify and explain the key criteria for evaluating the success of a compensation system.
Explain why a compensation system must be viewed in the context of the total reward system.
Describe the two key aspects of a compensation strategy.
Define "reward strategy."
Distinguish between a reward system and a compensation system.
Distinguish between extrinsic and intrinsic rewards.
Explain why an effective compensation system is so important to most organizations.
Describe the purpose of a compensation system.
Evaluation Report
Monitoring: An Essential Element of Program Implementation and Evaluation
Planning a Successful Program Implementation
The Evaluation Plan: An Overview of Models and Trends
Key Elements of a Tactical Plan
Overall Definitions of Tactical and Evaluation Plans
Outlining a Communication Strategy
How to Develop and Validate Communication Objectives
Common Research Methodologies
Organizing and Reporting on Research Findings
How to Develop a Comprehensive Situation Analysis and Audience Profile
Outcome Objectives: Behavioral, Social, and Organizational
Establishing the Overall Program Goal: A Practical Perspective
Elements of an Effective Health Communication Program
Key Steps of Health Communication Planning
The Health Communication Cycle and Strategic Planning Process
Approaches to Health Communication Planning
Why Planning Is Important

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Health Communication From Theory To Practice 1st Edition Renata Schiavo - Solutions

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