Pay

Case Solution for Xiamen Airlines: Pay for Performance

Complete Case details are given below :

Case Name :      Xiamen Airlines: Pay for Performance
Authors :           Wenhua Wu, Ann Peng, Gerard Seijts
Source :             Ivey Publishing
Case ID :           W15163
Discipline :        Organizational Behavior
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
On June 6, 2014, the deputy general manager of the human resources department of Xiamen Airlines, based in Xiamen, Fujian Province, China, discussed his company’s “best practices” at China’s first national forum on aviation security. Since 2009, a significant reform in the company’s pilot compensation system had aimed to promote a stronger linkage between their pay and performance. Initial outcomes had been positive, with improved productivity and job satisfaction. Yet, there were ongoing challenges in recruiting and retaining pilots due to increasing shortages of qualified personnel in the domestic and global aviation labour market and greater competition from both state-owned and new private airline companies in China. How could Xiamen Airlines become an employer of choice? Was the high compensation sustainable if the industry became less profitable? What else could the company offer to retain talented pilots?
 
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Case Solution for Pay Zone Consulting: A Global Virtual Organization

Complete Case details are given below :

Case Name :      Pay Zone Consulting: A Global Virtual Organization
Authors :           Malcolm Munro, Sid L. Huff
Source :             Ivey Publishing
Case ID :            908C04
Discipline :        Operations Management
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Pay Zone Consulting is a small, highly-specialized, global consulting group providing information management solutions for the exploration and production sector of the oil and gas industry. The company operates entirely virtually with consultants and software developers in different parts of the world. The principals are considering growth options but are intent on preserving the quality of life benefits provided by their virtual business model. The case examines the communication technologies employed by the principals in support of their virtual teamwork and describes the administrative information technology (IT) infrastructure that enables the firm to operate with no administrative staff or office. The case also discusses the organizational and personal factors underlying the company’s ability to operate successfully virtually.
 
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Case Solution for FINO Pay Tech Ltd.: Branchless Banking for the Rural Poor

Complete Case details are given below :
Case Name :      FINO Pay Tech Ltd.: Branchless Banking for the Rural Poor
Authors :           David J. Sharp, Dhananjay Bapat, Jatinder Handoo
Source :             Ivey Publishing
Case ID :            W12464
Discipline :        General Management
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The urgency of financial inclusion had been well-recognized by policy makers, the government, the Reserve Bank of India and banks as a national priority that would play a crucial role in promoting inclusive economic growth. New technology could enable innovative sustainable business models to reach previously excluded customers. This case presents FINO’s technology-based model for financial inclusion and the challenges presented to the Kohlapur district coordinator as he starts the process of building the local organization.
 
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Case Solution for The Proposed Merit Pay Program: Should the Winners Take All?

Complete Case details are given below :
Case Name :      The Proposed Merit Pay Program: Should the Winners Take All?
Authors :           Thomas R. Miller
Source :             North American Case Research Association (NACRA)
Case ID :            NA0032
Discipline :        Human Resource Management
Case Length :    07 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Dr. Jeff Foreman, Professor and Chair of the Marketing Department at Carroll State University, had just left a meeting with the Dean of the College and other department chairs about the upcoming salary increase program. Since pay increases had been small in recent years, Foreman was quite pleased that there would be four percent merit money this year, in addition to the previously announced two percent across-the-board (ATB) increase. The ATB raise would be effective in July, and the merit pay would be implemented the following January. At the meeting, the Dean of the College informed the chairs that the merit-pay policy was subject to change, in order to reward the highest performing faculty. He stated that at a recent meeting with the Provost, the idea of a more “aggressive” approach to rewarding top-performing faculty members was discussed. This approach, it was advanced, would help the University retain its most productive and most mobile faculty members – those who had the talents to really advance the programs of the school. Subsequent discussion at the chairs’ meeting was animated, and they expressed a variety of opinions about the advisability of the proposed changes in the merit-pay policy. As the meeting ended, the Dean asked each of the chairs to study the proposal and make a recommendation about the pay plan with a justification, noting that the group would meet again to make a policy decision for the College. Back in his office, Professor Foreman reviewed the existing policy on salary increases, salary information on his faculty, and their performance ratings for the last three years. He thought about the philosophy underlying the aggressive approach to compensation and the implications of rewarding only the top performers. But he also wanted to look at the actual impact of the proposed change on the salaries of his faculty members. What would it do to salary differentials? How would it affect faculty motivation?

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