plz explain as much as you can all the points regarding to this chapter

to just do what her competitors are doing to employees, which he ways are based carly December, he sits down with his in an amount next to each name, Everybody gets something, but the with the name (which is difficult someti lot), he tends to give larger bonuses. And ful attitude, the bonuses are higher still that employee for some reason or anoth employee gets a smaller bonus. Not sur much higher bonuses than new employ that if an employee has been with the tive, so this is fair. He personally distrib before Christmas Since he has just turned 60. Gear and turn the business over to his daugh her commerce degree at Dalhousie Uni birthday that his bookkeeper informed account to meet payroll. HENDERSON PRINTING Henderson Printing is a small to medium-sized manufacturer of account books, ledgers, and various types of record books used in business. Located in Halifax, the company has annual sales of about $12 million, mostly in the Atlantic provinces. The owner, George Henderson, is a firm believer in making a high-quality product that will stand up to many years of use. He uses only high-grade paper, cover stock, and binding materials. Of course, this has led to high production costs and high prices. He also believes in a high level of customer service and is willing to make the products to customers' specifications whenever they so request. However, resetting the equipment for relatively short production runs of customized products takes considerable extra time and, of course, also drives up costs. The firm employs about 80 people, most of whom work in production. The firm has a few supervisors to oversee production, but their responsibilities are not clearly spelled out, so the supervisors often contradict one another. There is no system for scheduling production; in fact, there are few systems of any kind. Whenever there is a problem everyone knows that you have to go to George if you expect a definite answer. The company also has several salespeople who travel throughout the Atlantic region; most of them are relatives of George or his wife. The company has one book keeper to keep records and issue the paycheques, and several office employees to handle routine administrative chores. The firm has no specialists in accounting, marketing, human resources, or production; George handles these areas himself, although he has no real training and little interest in any of them except production. He focuses most of his attention on ensuring product quality and on dealing with the countless problems that everyone brings to him every day. He has often been heard to exclaim, in his usual good-natured way, 'Why am I the only one who can make decisions around this place?" as he deals with each of these problems. When George was growing up, both his parents (his father was a printer and his mother was a scamstress in a garment factory) had to work hard in order to scratch out a living for their family. In those days, employers who showed little consideration for their employees were the norm, and George resolved that things would be different if he ever became an employer. Today, George tries hard to be a benevolent employer. Although he feels the organization cannot afford any formal employee benefits, he often keeps sick workers on payroll for a considerable time, especially if he knows the worker has a family to support. George is well liked by most employees, who have shown little inter- est in unionization during the few approaches made by union organizers. George has no formal system for pay and tends to make all pay decisions on the spur of the moment, so almost everybody has a different pay rate. He has never gotten around to giving annual raises, so any employee who wants a raise has to approach him, He gives raises to most people who approach him, but the amount depends on his mood at the time and on how well be knows the employee. For example, if the firm has just lost a major customer, raises are lower, and if the firm has just booked a large order, they are higher. They are also higher if he knows the employee has a family to support, or if the employee's spouse has been laid off, or if the employee has added a new member to the family George believes that a good employer should recognize the contributions made by employees during the year. So every Christmas, if profits allow, he gives merit bonuses to employees, which he says are based on their contributions to the firm. One day in early December, he sits down with his employee list, in alphabetical order, and pencils in an amount next to cach name. Everybody gets something, but the amounts vary greatly. If he can associate a face with the name (which is difficult sometimes, because new employees seem to turn over a lot), he tends to give larger bonuses. And if he can remember something such as a cheer- ful attitude, the bonuses are higher still. But if he remembers anyone complaining about that employee for some reason or another (he usually can't recall the exact reasons), the employee gets a smaller bonus. Not surprisingly, longer-term employees tend to receive much higher bonuses than new employees. He has noticed this tendency, but assumes that if an employee has been with the firm longer, that person must be more produc- tive, so this is fair. He personally distributes the bonus cheques on the last working day before Christmas Since he has just turned 60, George is planning to retire in the next year or two and turn the business over to his daughter, Georgette Henderson, who is just finishing her commerce degree at Dalhousie University. Ironically, it was on the day of his 60th birthday that his bookkeeper informed him that there wasn't enough money in the bank account to meet payroll. MULTI-PRODUCTS CORPORATI It is early February. Late last year, the acquired the rights to a new type of had been a lifelong golfer until his un lightning storm is not such a great idea) the clubs, but their superiority over exi invention had spread far and wide. For patented the design of these clubs, on Multi-Products Corporation has products in the sporting goods field. of any kind, and plans to set up a sep clubs. You found out yesterday that you Corporate management will provide yo the division going and will also help y from the parent corporation. Because o you complete freedom to organize and attain the financial goals that have been Your first task is to design the orga doing so, you need to understand som text Market research suggests that th Stable. This demand will not be very pr will generally be willing to pay what it for you to secure distributors. In fact, sales contract for your equipment, with MULTI-PRODUCTS CORPORATION It is early February. Late last year, the firm you work for, Multi-Products Corporation, acquired the rights to a new type of golf club, invented by a retired machinist who had been a lifelong golfer until his untimely demise (it turns out that golfing during a lightning storm is not such a great idea). The machinist had produced only a few sets of the clubs, but their superiority over existing clubs was so pronounced that word of his invention had spread far and wide. Fortunately for him (for his estate, actually), he had patented the design of these clubs, so nobody could copy them. Multi-Products Corporation has numerous divisions, each producing different products in the sporting goods field. The company has never produced golf equipment of any kind, and plans to set up a separate division to produce and distribute the new clubs. You found out yesterday that you have been selected to head the new division. Corporate management will provide you with all the financial resources you need to get the division going and will also help you staff the division with experienced managers from the parent corporation. Because of their confidence in you, management has given you complete freedom to organize and operate the division as you see fit, as long as you attain the financial goals that have been set for the division Your first task is to design the organization structure. But you recognize that before doing so, you need to understand some key aspects about the organization and its con text, Market research suggests that the demand for your product will be strong and stable. This demand will not be very conditive, since golfers who want your product APPENDIX NEL NEL HRP113 Assignment - Henderson Printing Congratulations! You are the principal partner of your very own Human Resources Consulting Firm. You have been assigned the contract to work with Georgette Henderson of Henderson Printing (story on pages 480 and 481.) Georgette is creating a five-year business plan that will turn the company around (profitable), and part of her plan involves creating a strategic framework for compensation (your consulting work assignment.) Review the background information on Henderson Printing, provided in the text (pages 480 and 481 or the file attachment.) Answer the questions contained in the following four subjects (which are part of the Five Steps to Effective Compensation.) Subject 1 - Reference - Chapter 4 Identify and summarize the current compensation mix choices of Henderson Printing. Propose one alternative compensation mix (how each type of pay will apply), and why this mix is proposed. What are the benefits of your proposed mix to Henderson Printing? Subject 2 - Reference - Chapter 6 Determine (explain) whether this organization is more suited to a Classical or High-Involvement compensation system (see Compensation Notebook 6.1 P 190.) Recommend to Georgette whether the compensation level should Lag, Lead, or Match the market, and your reasons for choosing this compensation level (based on the information provided in Henderson Printing.) Subject 3 - Reference - Chapter 7 You may have already determined from the background story that job descriptions or job specifications likely do not exist. You have recommended that initially Observation and Interviews can determine specific job names, but a Functional Job Analysis would be required as a separate project (in order to develop the job descriptions to be used for various Human Resources functions.) What are the three main purposes of conducting a job evaluation? (one sentence) How would each purpose benefit Henderson Printing? (Answer one benefit for each purpose) Which single Job Evaluation Method would you recommend and why? Subject 4 - Reference - Chapter 11 Briefly summarize the current Henderson Printing Performance Pay Plans. Propose to Georgette two possible Performance Pay Plans For each plan: suggest how it might be applied, the benefits to the company and the employees, and, one or two possible negative issues to address . to just do what her competitors are doing to employees, which he ways are based carly December, he sits down with his in an amount next to each name, Everybody gets something, but the with the name (which is difficult someti lot), he tends to give larger bonuses. And ful attitude, the bonuses are higher still that employee for some reason or anoth employee gets a smaller bonus. Not sur much higher bonuses than new employ that if an employee has been with the tive, so this is fair. He personally distrib before Christmas Since he has just turned 60. Gear and turn the business over to his daugh her commerce degree at Dalhousie Uni birthday that his bookkeeper informed account to meet payroll. HENDERSON PRINTING Henderson Printing is a small to medium-sized manufacturer of account books, ledgers, and various types of record books used in business. Located in Halifax, the company has annual sales of about $12 million, mostly in the Atlantic provinces. The owner, George Henderson, is a firm believer in making a high-quality product that will stand up to many years of use. He uses only high-grade paper, cover stock, and binding materials. Of course, this has led to high production costs and high prices. He also believes in a high level of customer service and is willing to make the products to customers' specifications whenever they so request. However, resetting the equipment for relatively short production runs of customized products takes considerable extra time and, of course, also drives up costs. The firm employs about 80 people, most of whom work in production. The firm has a few supervisors to oversee production, but their responsibilities are not clearly spelled out, so the supervisors often contradict one another. There is no system for scheduling production; in fact, there are few systems of any kind. Whenever there is a problem everyone knows that you have to go to George if you expect a definite answer. The company also has several salespeople who travel throughout the Atlantic region; most of them are relatives of George or his wife. The company has one book keeper to keep records and issue the paycheques, and several office employees to handle routine administrative chores. The firm has no specialists in accounting, marketing, human resources, or production; George handles these areas himself, although he has no real training and little interest in any of them except production. He focuses most of his attention on ensuring product quality and on dealing with the countless problems that everyone brings to him every day. He has often been heard to exclaim, in his usual good-natured way, 'Why am I the only one who can make decisions around this place?" as he deals with each of these problems. When George was growing up, both his parents (his father was a printer and his mother was a scamstress in a garment factory) had to work hard in order to scratch out a living for their family. In those days, employers who showed little consideration for their employees were the norm, and George resolved that things would be different if he ever became an employer. Today, George tries hard to be a benevolent employer. Although he feels the organization cannot afford any formal employee benefits, he often keeps sick workers on payroll for a considerable time, especially if he knows the worker has a family to support. George is well liked by most employees, who have shown little inter- est in unionization during the few approaches made by union organizers. George has no formal system for pay and tends to make all pay decisions on the spur of the moment, so almost everybody has a different pay rate. He has never gotten around to giving annual raises, so any employee who wants a raise has to approach him, He gives raises to most people who approach him, but the amount depends on his mood at the time and on how well be knows the employee. For example, if the firm has just lost a major customer, raises are lower, and if the firm has just booked a large order, they are higher. They are also higher if he knows the employee has a family to support, or if the employee's spouse has been laid off, or if the employee has added a new member to the family George believes that a good employer should recognize the contributions made by employees during the year. So every Christmas, if profits allow, he gives merit bonuses to employees, which he says are based on their contributions to the firm. One day in early December, he sits down with his employee list, in alphabetical order, and pencils in an amount next to cach name. Everybody gets something, but the amounts vary greatly. If he can associate a face with the name (which is difficult sometimes, because new employees seem to turn over a lot), he tends to give larger bonuses. And if he can remember something such as a cheer- ful attitude, the bonuses are higher still. But if he remembers anyone complaining about that employee for some reason or another (he usually can't recall the exact reasons), the employee gets a smaller bonus. Not surprisingly, longer-term employees tend to receive much higher bonuses than new employees. He has noticed this tendency, but assumes that if an employee has been with the firm longer, that person must be more produc- tive, so this is fair. He personally distributes the bonus cheques on the last working day before Christmas Since he has just turned 60, George is planning to retire in the next year or two and turn the business over to his daughter, Georgette Henderson, who is just finishing her commerce degree at Dalhousie University. Ironically, it was on the day of his 60th birthday that his bookkeeper informed him that there wasn't enough money in the bank account to meet payroll. MULTI-PRODUCTS CORPORATI It is early February. Late last year, the acquired the rights to a new type of had been a lifelong golfer until his un lightning storm is not such a great idea) the clubs, but their superiority over exi invention had spread far and wide. For patented the design of these clubs, on Multi-Products Corporation has products in the sporting goods field. of any kind, and plans to set up a sep clubs. You found out yesterday that you Corporate management will provide yo the division going and will also help y from the parent corporation. Because o you complete freedom to organize and attain the financial goals that have been Your first task is to design the orga doing so, you need to understand som text Market research suggests that th Stable. This demand will not be very pr will generally be willing to pay what it for you to secure distributors. In fact, sales contract for your equipment, with MULTI-PRODUCTS CORPORATION It is early February. Late last year, the firm you work for, Multi-Products Corporation, acquired the rights to a new type of golf club, invented by a retired machinist who had been a lifelong golfer until his untimely demise (it turns out that golfing during a lightning storm is not such a great idea). The machinist had produced only a few sets of the clubs, but their superiority over existing clubs was so pronounced that word of his invention had spread far and wide. Fortunately for him (for his estate, actually), he had patented the design of these clubs, so nobody could copy them. Multi-Products Corporation has numerous divisions, each producing different products in the sporting goods field. The company has never produced golf equipment of any kind, and plans to set up a separate division to produce and distribute the new clubs. You found out yesterday that you have been selected to head the new division. Corporate management will provide you with all the financial resources you need to get the division going and will also help you staff the division with experienced managers from the parent corporation. Because of their confidence in you, management has given you complete freedom to organize and operate the division as you see fit, as long as you attain the financial goals that have been set for the division Your first task is to design the organization structure. But you recognize that before doing so, you need to understand some key aspects about the organization and its con text, Market research suggests that the demand for your product will be strong and stable. This demand will not be very conditive, since golfers who want your product APPENDIX NEL NEL HRP113 Assignment - Henderson Printing Congratulations! You are the principal partner of your very own Human Resources Consulting Firm. You have been assigned the contract to work with Georgette Henderson of Henderson Printing (story on pages 480 and 481.) Georgette is creating a five-year business plan that will turn the company around (profitable), and part of her plan involves creating a strategic framework for compensation (your consulting work assignment.) Review the background information on Henderson Printing, provided in the text (pages 480 and 481 or the file attachment.) Answer the questions contained in the following four subjects (which are part of the Five Steps to Effective Compensation.) Subject 1 - Reference - Chapter 4 Identify and summarize the current compensation mix choices of Henderson Printing. Propose one alternative compensation mix (how each type of pay will apply), and why this mix is proposed. What are the benefits of your proposed mix to Henderson Printing? Subject 2 - Reference - Chapter 6 Determine (explain) whether this organization is more suited to a Classical or High-Involvement compensation system (see Compensation Notebook 6.1 P 190.) Recommend to Georgette whether the compensation level should Lag, Lead, or Match the market, and your reasons for choosing this compensation level (based on the information provided in Henderson Printing.) Subject 3 - Reference - Chapter 7 You may have already determined from the background story that job descriptions or job specifications likely do not exist. You have recommended that initially Observation and Interviews can determine specific job names, but a Functional Job Analysis would be required as a separate project (in order to develop the job descriptions to be used for various Human Resources functions.) What are the three main purposes of conducting a job evaluation? (one sentence) How would each purpose benefit Henderson Printing? (Answer one benefit for each purpose) Which single Job Evaluation Method would you recommend and why? Subject 4 - Reference - Chapter 11 Briefly summarize the current Henderson Printing Performance Pay Plans. Propose to Georgette two possible Performance Pay Plans For each plan: suggest how it might be applied, the benefits to the company and the employees, and, one or two possible negative issues to address