A Case Study about Compensation Be Strategic: A Review Of Compensation Management Practice In Leading Multinational Firms
Abstract: Compensation is a key element of the employment relationship and, in addition to being the single greatest operating cost for many organizations, it has been advocated by some recently as a tool for enhancing organizational performance and sustained competitiveness. Contemporary approaches to compensation emphasize the importance of aligning employee behaviors to the strategic direction of the organization. Such approaches – broadly labeled strategic compensation, have become widely adopted by organizations. Yet our understanding of the nature of strategic compensation management is limited. Though strategic pay has been the subject of considerable academic and practitioner attention, it is argued that orthodox theories of strategic pay have a number of important shortcomings.
Introduction: Contemporary approaches to compensation emphasise the importance of aligning employee behaviours to the strategic direction of the organisation, an approach often labelled ‘strategic compensation’. Yet our understanding of the nature of strategic compensation management in practice is limited. The research that forms the basis for this paper sought to explore the realities of contemporary compensation management in seven leading companies operating globally in the fast moving consumer goods sector. It has reviewed empirically what they are doing in relation to compensation, how they are doing it and above all, why. To address these issues, the study uses multi-level analysis and multiple methods to gain a rounded picture of contemporary compensation management in context.
About the Initiative: To champion the case study learning method, Auburn has offered two case study minimesters for seminary students across the NY region. Auburn has also introduced the pedagogy to a variety of educational settings, including the dozens of scholars and seminary faculty at the 2009 AAR/Luce Summer Seminars in Theologies of Religious Pluralism and Comparative Theology, the Christian-Jewish Scholars Group, Fordham Law School.
Background: Modern case study learning was pioneered in the early 20th century by Harvard Business School as a way to train future business leaders for the messy and complex realities of the business world. As Barnes, Christensen, and Hansen wrote in 1994: A good case is the vehicle by which a chunk of reality is brought into the classroom to be worked over by the class and the instructor. A good case keeps the class discussion grounded upon some of the stubborn facts that must be faced in real life situations.
>Be Honest: How Many Heavy-Duty Statistics Do We Really Need to Drive Process Improvement
>Lean Data Analysis Process
Introduction: This paper introduces the idea of “Visual Six Sigma,” a practical and pragmatic approach to data analysis and process improvement. This approach has been developed in response to a growing business need to broaden the use of Six Sigma-type thinking beyond the realms of highly trained and statistically savvy Black Belts and Green Belts…
Case Study: A fictional case study based on simulated data is presented, a copy of which is available on request from the authors. The scenario around which the data has been simulated is fairly typical of call centres. While the situation is not based on any particular case, it does try to reflect the realities of analysing and improving call centre processes…
Click here to find out more for Six Sigma: Making Data Analysis Lean
Challenge: Turning expectations into realities was initially difficult for U-Haul. The company was in the process of consolidating multiple web sites and knew that customers were frustrated by the fractured ordering environment. The company had a number of site optimization tools readily available to resolve these issues but none of the reports or data that those tools provided were actionable. This left U-Haul struggling to answer questions like why customer conversion rates were higher for one product than for another—the answers simply were not rising to the top.
Approach: To address these challenges, U-Haul turned to Tealeaf for an online customer experience management (CEM) solution that would enable them to get the reporting capabilities of a web analytics solution and also provide the ability to drill-down into the qualitative insights of real customer behavior. Tealeaf’s unique replay ability (a page- by-page, browser-level recording of the actual customer experience) enables U-Haul to make better site optimization decisions based on actionable information. With Tealeaf, U-Haul has been able to break down the silos within its online channel and provide its customers with a more simplified reservation and purchase process. Tealeaf has enabled the company to meet its goal of providing a better multi-channel experience for its customers. Learn more..
Abstract: Lafarge, a world leader in building and construction materials, employs 80,000 people in 76 countries and posted sales of over $18 billion in 2005. Lafarge has long been present in Indonesia. But the December 2004 tsunami devastated the Banda Aceh region, where Lafarge operates a cement plant. Cement, a low value-added commodity, is profitable only if sold close to where it is extracted—and thus inseparable from local socioeconomic realities. Click here to read more…
Having drawn up a basic scheme for MPD, it is time to inject some life into it. In its dramatic manifestations the condition has a pallet of daunting complexity. Consider a system in which a cast of actors, as varied as fantasy can create, plays human, transcendental and diabolical parts, living in fear and turmoil in a vast range of different environments, where awareness continually changes in a moving pattern of light and shadow.
Consider further that several dramas may go on simultaneously in two or more different realities, not all of which are in public view, and you begin to have some awareness of the baffling complexity of MPD. Click here to read more…
As Germany (re-) unified itself in the months and years following the fall of the Berlin Wall in 1989, and as east German companies were privatized, the usual process was for the nationally organized “Treuhandanstalt” (Trust Agency or THA), as formal owner of all former assets of the German Democratic Republic (GDR), to sell off companies by negotiating directly with western German or foreign buyers. The companies themselves (management and employees) were only rarely included in the discussions or even consulted. This usually resulted in fruitless and acrimonious negotiations between buyer and seller, as both were far removed from and ignorant of the realities “on the ground”. The onsequences for those affected (the company) were dire. In a very few cases, however, company management or even employees managed to get involved (classic “third side” activity) and thus deescalate the conflict and mprove the outcome. One such scenario was that of the Agricultural Machinery GmbH in Leipzig (AMG), a loss-aking entity in a troubled industry, with little initial outlook for economic success. Read more….