-80%
Awaiting product image
Click to enlarge

(Solution) CIPD 5HR03 line managers make reward judgements based on organisational approaches to reward. (AC 3.3)

New User Gifts

First Order Deal get Ksh 200 Off.

KaribuCustomer

Original price was: £ 50.00.Current price is: £ 10.00.

Payment Methods:

Description

Solution

Explain how line managers make reward judgements based on organisational approaches to reward. (AC 3.3)

Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section.Word count: Approximately 300 words

 
Organisations can use non-financial rewards including career advancement and work-life balance as well as organizational culture, values, policies, and ethical behavior to reward employees (Cotton, 2022). Since these approaches have an impact on how incentive decisions are made, line managers ought to investigate them and use them as a guide to make wise choices.

Values, rules, and ethics make up an organization’s culture. Line managers at GA Pensions should consider rewards as an approach that acknowledges and values employees for their actions and contributions to the company (Stone et al 2020). Employees should be paid appropriately if they uphold the rules, morals, and values that make up the organizational culture. People may feel unhappy and demoralized when reward practices don’t match the organizational culture. The path of the company is significantly influenced by how line managers compensate their employees. For example, if GA Pensions wants innovation to be its core value, then award judgments should reflect this goal. Fairness and equality must be shown in reward decisions if ethical behavior requires them.

Decisions about rewards are also influenced by non-monetary benefits like professional advancement and work-life balance. Some businesses have educational and growth initiatives aimed at boosting workers’ intrinsic motivation. These training opportunities might encourage workers to put in extra effort to meet organizational goals. Similar to this, line managers can give their staff member’s incentives by promoting work-life balance policies like paid vacation time, sick days, or working from home. Effective work-life balance is associated with fewer hours off from work and higher productivity among employees. Employees who feel like they can enjoy their life outside of work will be happier as a result of GA Pensions.

Checking Equity and Fairness

GA Pensions might use the gender pay gap and equal pay audit to examine whether decisions regarding rewards are equitable for all parties. Equal pay audits are conducted to understand all kinds of compensation, including bonuses, allowances, and salaries, while gender pay gaps are used to identify the differences in pay between men and women. GA Pensions will be ready to determine whether its reward judgments are just and maintain equity by evaluating these aspects.

 

Please click the following icon to access this assessment in full

Related Papers

-33%
Placeholder

(Solution) Level 5 New Brief 5C003- Professional Behaviours and Valuing People

Original price was: £ 15.00.Current price is: £ 10.00.
Add to cart
Solution Task- Professional and Ethical Behaviours 1.1 Being a people professional in Nexxobyte According to CIPD (2022) a people professional
-75%
Placeholder

(Solution) 5HR03 (AC3.4) Explain the legislative requirements that impact reward practice.

Original price was: £ 40.00.Current price is: £ 10.00.
Add to cart
Solution The legal complements that can be considered as relative to Eco-Insulate are the Equality Act 2010, the National Minimum
-67%
Placeholder

(Solution) CIPS ADNOC Onshore Module: Sourcing Essentials in Procurement & Supply

Original price was: £ 30.00.Current price is: £ 10.00.
Add to cart
Executive Summary For this assessment, focusing on sourcing essentials in procurement and supply, different approaches have been evaluated. Part of their evaluation include application in context of ADNOC Onshore operations. For ADNOC onshore organisation, they are involved in different categories of sourcing. To facilitate their operations onshore, ADNOC procures different products and services in multiple categories. The category of spend used in this assessment is the logging services. The sourcing approaches which have been identified for evaluation include sole, single, dual and multiple. From the key findings of this evaluation evidence that sole sourcing exist when only one supplier is available and have zero choices to select from. This is with single sourcing being by choice and many being available. This is therefore a monopolistic market. The key findings on dual sourcing evidence that there are two available or more available but organisation make a choice for working with two. The final multiple selection findings evidenced that there are many suppliers in the market with choice of selection depending on the organisation. This is with the sourcing approach appropriate in an oligopolistic, imperfection and perfection.  The findings are informed by different models including Mendelow Matrix (Peter Block), supplier preferencing matrix, and Kraljic Matrix being used in this report. Also, part of this assessment include sourcing appraisal of the logging services category of spend. The key findings evidence that sourcing appraisal assists in coming up with a highly qualified suppliers group, reduction of risks and achieve the best value for money outcomes for the logging services sourced by ADNOC. There are a set of limitations which have been evidenced in this report evaluation. These can be managed by implementing the following recommendations;
  • For logging services, a unique sourcing approach would be used different from other sourcing approaches
  • The sourcing appraisal can be expanded to include more factors
  • Policies and practices need to be put in place for improving sourcing process
  • An improved stakeholders relations and inclusion in sourcing approach selection need to be enhanced
  • PS&M team increased awareness for various sourcing approaches and using RFP, RFQ and Product Lifecycle
-80%
Placeholder

(Solution) Marketing Mix (4Ps)

Original price was: £ 50.00.Current price is: £ 10.00.
Add to cart
Solution Marketing Mix (4Ps) Product Nutribite application would be used in ensuring that healthy foods are offered to the targeted
Placeholder

(Solution) CIPD 5C002 (AC2.3) Make justified recommendations based on evaluation of the benefits, risks and financial implications of potential solutions

£ 20.00
Add to cart
Solution (AC2.3) Make justified recommendations based on evaluation of the benefits, risks and financial implications of potential solutions. Short references should
-67%
Placeholder

(Solution) CIPS PDV Driving Value through Procurement and Supply Managing Expenditure with Suppliers

Original price was: £ 30.00.Current price is: £ 10.00.
Add to cart
Executive Summary In this first assessment covering modules “driving value through procurement and supply and managing expenditures with suppliers”, the focus is outlining the importance of a category of spend to organisation stakeholders. The selected category is logistic services as sourced by Saudi Arabia Maaden Petrochemical Company (SAMAPCO). In specific, the logistics services are handled by JAS Company in Saudi Arabia. Further, in this assessment,  brief market analysis has been pursued with a detailed evaluation procisded on th scope of procurement and supply management (PS&M) department lead to development of value for money outcomes. At the end of this assessment, the current approaches in placxe for managing costs and prices for the logistics service spend area influencing markets in SAMAPCO has also been an area of focxus. The findings in this report are informed by various models and tools including Mendelow Matrix, STEEPLED analysis, SWOT and Porter’s 5 Forces all which evaluate PS&M functions in managing costs and operations in the highly competititve business environment. The main findings in this assessment evidence that for the logistics service sourced by SAMAPCO, value for money outcomes is successful. In particular, by engaging JAS Company, the organisation has managed to be appropriately positioned to leverage on competitive advantage in the petrochemical industry in Saudi Arabia (KSA). Another key finding is that by setting a priority in considering their different stakeholders interest and pursuing the set Key Performnce Indicators (KPIs) and Service Level Agereements (SLAs), SAMAPCO business objecives would be sustained and successful (future oriented). The findings and conclusions in this assessment inform on a set of gaps which could be managed by pursuing the following recommendations;
  • Expansion of the best strategy in embracing on modernised technology as part of stakeholders management
  • Come up with customised strategies for improving value for money outcomes unique to logistics spend area
  • To involve local and regional supploers to cut costs through gaining in terms of discounted costs
  • Consider re-evaluating their financial capability for an effective logistics sourcing with all uncertainities eliminated
Invest in building their excellence, fairness in engaging all stakeholders, innovativeness and honest-based operations