2
Module Two Assignment
Interpretation
From the Air Transportation Supplier HR Performance Datasheet, we can obtain quantitative data for each employee regarding the length of employment, salary, bonuses, and overtime spent on each and the company. We can also find qualitative data about employees’ departments and feedback on performance—all factors used in making decisions to cut the budget by 10%. Currently, the company is spending $5,198,091.00 in salaries, overtime, and bonuses. $5,014,191.00 in salaries, $146,000.00 in bonuses, and $37,900.00 in overtime expenses. Management has the highest expenditure on salaries at $275,147.75 on average per manager, with a total expense of $1,100,591.00. The second highest average pay within the company is $82,000 in the IT department, which includes the highest overtime expenditure of $20,000.
The average employee stays with the company for 31.5 years. Management, Web Development, and Account planning have the longest tenure at 35 years. Finance & Accounts, HR & Facilities, and IT appear to have the shortest term at 25 years. The average company rating on employee performance is 2.88 out of a 1–4-point scale. All departments are performing on average. However, there are a few underperformers in 5 departments; Account Planning, Account Service, Finance and Accounting, HR & Facilities, and Manufacturing. Salaries are separate from tenure or performance, as some departments have the same wage for everyone. Some have lower-performing employees with less length of service, making more than others who have been with the company longer. Plus, some employees have been with the company longer, making a lower salary than some of their counterparts. Salary data does not show a distinct pattern for individual pay. Lower-salaried employees making less than others but have been with the company longer could be one reason lower performers are not doing their best. What would it take to realign a more precise salary structure?
Bonuses are not tied to performance but appear the same in all departments. What would it look like if bonuses were given based on performance? Would this create a culture of employees trying to improve and be more productive? In reviewing performance ratings, why are employees with under-performance scores of 1 being retained?
