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Running head: CASE STUDY QUESTIONS 1 Case Study Questions Name Institutional Affiliation

CASE STUDY QUESTIONS 2 Case Study Questions Case Study One Question 1 Balkin and Perkins should consider several different factors before deciding the purchasing agent position wages. The first is determining the industry rates of purchasing agent positions. Even though their preliminary research seems to suggest that purchasing agents should be remunerated based on the pay-for-performance approach. Understanding industry standards can help Perkins determine the best amount to pay. Another consideration is the revenue generated by the firm. As a relatively new company, the firm may not have the liquidity to pay the purchasing agent the same as its competitor. Therefore, Perkins needs to consider his own company’s financial capability before choosing to hire the purchasing director (Snell & Morris, 2019) . Several different resources are available that Balkin and Perkins can use determining fair remuneration for the purchasing agent. The first is the federal laws and restrictions in place. There may be mandatory minimums set by the federal or state legislation. The second is examining how unions would influence the new purchasing agent’s remuneration. Some unions can champion for higher remuneration, especially when dealing with new companies. The internal and external human resource data can help provide insight into the financial position of the firm and whether it can afford to hire a purchasing agent with the current liquidity. Question 2 Even though the competitor uses a pay-for-performance strategy in paying its workers, the policy has its demerits and advantages. An advantage of the pay-for-performance remuneration policy is that salaries will be based on employee performance. Employees will be

CASE STUDY QUESTIONS 3 motivated to increase their sales and this benefits the firm’s revenue generated. For the employee, if they can generate many sales, their salaries are quite high. For those who are extrinsically motivated, this can help boost their performance and job satisfaction. The main challenge of pay-for-performance is that it is not attractive to employees who value intrinsic motivation. Such employees will not feel the sense of belonging and achievement required to remain in the company. It also encourages employees to seek other firms that may be offering better remuneration rates. For small companies that are growing, this may result in high employee turnover rates that adversely impact financial performance. In situations where there is an economic downturn, the employees may suffer because they cannot generate enough sales to meet their target salaries each month. Question 3 In the case study, the customer service representatives were complaining that they felt underpaid compared to sales they generate for the company. Since the representatives seem to be focused on the sales they generate, then a new payment plan can be created where they are paid based on the commission of the sales they generate. Balkin and Perkins can develop a commission structure that does not put the firm in any disadvantage regardless of how much commissions a representative makes (Snell & Morris, 2019) . The new play will motivate the representatives to increase sales and be more productive. The new plan is a win-win for the firm because representative remuneration will be tied with their performance. A decline in performance reduced the amount the firm is obligated to pay. The best performers can occasionally be given bonuses to further motivate the staff. The main challenge is that some representatives will be lost because they may no longer feel like they fit in the commission-based structure.

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CASE STUDY QUESTIONS 4 Case Study Two 1. I agree with this statement because there is some separation between my work and social life. While it is not always perfect, most of the time my work and social life remain separate. 2. I disagree. As an individual, there are times where my social life influenced my work. It is human nature to be overwhelmed by life’s demands. 3. I disagree. The company does provide an opportunity to grow either through promotions or through training that can help me further in my career. 4. I disagree. The company does give me the ability to sustain my quality of life. With a good work-life balance, it is good. 5. I agree. The managers are considerate when any of the employees go through challenges in life. 6. I disagree. While results are important, being to work on time and being a team player is important to my manager. 7. I agree. However, this is within reason. Even though sometimes we can work remotely, they encourage us to work in the office where possible to maintain a work-life balance. 8. I disagree. Part of my work involves working with others in teams and this is not possible if one person is working remotely. Only if the entire team agrees like during Covid-19 lockdowns. 9. I disagree. The manager can be very considerate of my personal needs. However, this is within reason. 10. I agree. The manager does treat me with respect in the workplace. Mutual-respect is present.

CASE STUDY QUESTIONS 5 11. I agree. There is some focus on results and the manager encourages us to innovate where possible and seek solutions to problems. 12. I disagree. The mutual respect means that the manager treats us the way we treat him. 13. I disagree. Whenever anyone does a good job, he recognizes it. The appreciation motivates us to work better because of our work matters. 14. I agree. My manager does treat me with respect and as a human. He sometimes even makes jokes and we talk about things we have in common. 15. I agree. This company is very good and I sometimes wish my friends would also get jobs here. 16. I disagree. My work is critical to my team and my team is critical to the department. In the long run, I have an impact on the organization’s success. 17. I disagree. Monetary gains are not everything. Here I have an opportunity to grow, a good manager and a good job-person fit. 18. I disagree. I would not jeopardize my career here because I am satisfied with my position. 19. I disagree. At this moment, the company offers me the flexibility I need. Maybe in the future where family life becomes more demanding. 20. I agree. I am truly committed to my job. I am good at it and I enjoy the work that I do. The score that I got was 17 since questions 2, 6, and 8 are wrong. The score implies that even though my organization is not the best, it is more flexible and supportive than many others (Snell & Morris, 2019) . One of the reasons why I would not leave the organization is that finding another company that offers the same benefits, job satisfaction, teamwork, and comradery will be quite difficult.

CASE STUDY QUESTIONS 6 References Snell, S. A., & Morris, S. S. (2019). Managing Human Resources (18th ed.). Boston: Cengage Learning Inc.

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