You have been hired as an expert in Total Compensation to help
design a program that will allow your client to attract, motivate,
and retain the right employees with the right skills to help
achieve the organization’s overall objectives. Before you can begin
developing a new structure, you need to understand the underlying
organizational factors that are causing the problems at your
client’s firm, as well as identify potential solutions to those
problems. Your analysis should include the following elements:
1. Identify the contextual variables impacting this firm.
ï¼ˆenvironment, business strategy, technology, organization size
and nature of the workforceï¼‰
2. Identify the structural variables.
ï¼ˆJob design, Coordination and Departmentation, Decision Making
and Leadership, Communication and Information, Control System,
3. Based on the above, describe what managerial strategy the
organization is using.
(the classical managerial strategy/ the human relations
managerial strategy/ the high-involvement managerial strategy)
4. Identify the types of problems they are currently
experiencing in regards to their employees and the kind of employee
behaviors they need to achieve their
(Membership behaviour/ Task behaviour/ Organizational
5. Describe the various components of your client’s
existing compensation and benefit systems.
(Base pay/ Performance pay/ Indirect pay)
6. Does their current compensation system support the
employee behavior they are looking for? Is it in alignment with
their managerial style?
7. Are there any other constraints that might impact
your compensation strategy?
(Your report should be no more than 1500 words in
Duplox Copiers Canada Limited Your Client Your client is Duplox Copiers Canada Limited, a wholly owned subsidiary of Duplox Copiers Incorporated, which is a large multinational firm based in the United States. Duplox Copiers Canada Limited (DCCL) is responsible for the sales, installation, and servicing of Duplox-brand copiers, but not their manufacturing, which is carried out in other countries. DCCL has about 1,200 employees, most of them located in branch offices across Canada The head office for Duplox Canada is located in Toronto. Chart 1 shows the organizational structure at head office. The executive committee consists of the CEO and the two vice presidents. The company has six departments: Marketing; Finance and Administration; Human Resources; Inventory Management; Technical Services; and Technical Training and Support, Chart 1 Duplox Copiers Canada Limited Organization Chart Toronto Head Office Chief Executive Off Shana Friuustnd Vice President Field Services Vice wain Marketing& Administration Kevin Dougnn Jessie Schlamp Direcior ofDirector of Director of Director of &Re Technical InventoryServiceSuppart Director of Marketing Finance & ManugementServices Training& Kim Slimmon tration Ryan Folkersen Sandra Laird Kerry Edeen Heather Keller Nguyen Shana Friggstad, the President and Chief Executive Officer of Duplox Copiers Canada Limited, has requested your consulting services, and she is delighted that your team was assigned to her firm. DCCL is experiencing serious performance problems: employee turnover is up and morale is down; customer satistaction is down and complaints are up and, most importantly, revenue and profits are both down. President Friggstad knows that the compensation system used by a firm can contribute to all these problems, and since compensation is a major cost item (currently accounting for about 44 percent of the firm’s costs) she suspects that the firm’s compensation system may be implicated in these problems. But she can’t be sure without your
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