Customer Service At The Electronics Industry

FastCat has recently been rated as lower than the national average as a “Best Place to Work”, and a survey shows that 21% of our employees would consider leaving. The turnover costs alone of losing 42 of our employees is around $420k. Salary information is now readily available on the internet, which makes our employees aware of how we value them relative to other organizations in the market. Being more competitive with our base pay will signal to our employees their value. When making external comparisons, our employees will see that their place of work is one of the best paid, which will eliminate the need to look elsewhere for work as well as encourage commitment and performance as they recognize that the jobs they currently possess are some of the best paid in the industry. It is also a great branding strategy for our business as we continue to grow. Establishing a reputation as one of the best paying in the industry encourages employees to work harder and will increase our potential talent pipeline, decreasing the amount needing to be spent on

3. Escalator clause: 7.5 points or 2.5. The escalator clause increases the wages that the employees receive given the increased cost of living. Although this issue can get material over time, at the moment inflation generally rages at about 2%, considering an extreme case of 5-7%, this is still not as material as the other issues at hand. However employees should not rely on the company to have their wages adjusted to inflation, usually this is a government regulated initiative. In this case it would be acceptable to only factor in 30% of the CPI. LAstly we would be still ok if we were to maintain the current structure however defer the CPI adjustment until the new plant is operating at full capacity. This is an incentive system for the workers as well as if implemented it would drive revenues given that overall efficiency would be improved.

Compensating the organizations sales staff through the use properly designed performance pay will lead to profitable sales for the organization. Once again linking compensation to performance will benefit the organization in its ability to pay. It is important to design the compensation of the sales staff in a manner that encompasses all of the organizations goals as communicating with production staff will be a key component of the High Involvement Strategy, and it is important for the organization to demonstrate a commitment to the sales team that the relationship is not just purely financial. Therefore direct compensation for them should consist of a minimum base salary upon which their commissions are added.

Who are MM’s target customers? Are all segments equally attractive to MM? If yes, why? If not, why not? How do the different segments’ needs and expectations evolve over time?

The company faces pay equity issues both internally and externally. Internally, employees working in the warehousing department want to be transferred to manufacturing in order to make more money. This immediately begins to throw off the

A well-articulated compensation philosophy drives organizational success by aligning pay and other rewards with business strategy. It provides the foundation for plan design and administration and anchors current and future plans to the company's culture and values (Kaplan, 2006, p.32). Recognizing and rewarding achievement is the cornerstone of the company A’s compensation philosophy. The mission of the company is to attract, select, place and promote all individuals based on their qualifications. The company believes that performance-based compensation helps attract, develop and retain talented professionals. In addition to base pay which based upon local market conditions and targeted to be above market, the company provides the following types of potential compensation to reward performance:

The salary structure is inconsistent with people carrying out identical jobs having pay differences of up to £3,000 pa. This may cause friction within the team. Even when the company promotes an incentive bonus scheme for the production staff, the targets have not been met. And so the bonuses have never been paid. We do not know from the information given whether the targets are unrealistic or the workers do not see the scheme as being worthwhile. The production workers seem to be on a different path to the company’s.

Datatronics is a leading organization which serves their customers with Enterprise resource planning integrated solutions. Matt, leading a small team of developers at E-Z RP for fully integrated CRM/ERP/service management suit for small and medium sized enterprises. Matt’s team was working actively for sales and customer group. EZ-RP was

An issue could be whether to emphasize seniority or performance. Seniority-based pay can have an advantage over performance based to the extent that seniority is a goal for employees to stay at the business longer to achieve that pay. An obvious disadvantage of having seniority-based pay is that lazy employees could earn just as much as the hardworking employees. I would take actions such as formulating fair and consistent policies and practices, open door management policies, competitive pay and benefits, and employee trust and recognition. Fostering a good relationship between management and employees and addressing employee concerns make it less likely for employees to

This paper will examine setting the stage for strategic compensation and bases for pay. There are three main goals of compensation departments: internal consistency, market competitiveness, and recognition of individual contributions. Internally consistent compensation systems define the relative value of each job among all jobs within a company. (Martocchio, pg. 22, 2011) With this system companies want employees to be paid more based on their qualifications and responsibilities. They believe someone with less experience should be paid differently. To determine such evaluation companies use job analysis in order to provide job descriptions. The job evaluation is to determine pay according to a particular position. Market-competitive

It is clearly that the company is experiencing some growth; however, the management needs to find a solution to solve the arising issue where their employees are lacking of motivation in their job. However, the executive team’s decision to raise pay rates for its customer service staff and the vested profit-sharing plan does not improve the employees’ work performance or customers’ satisfaction.

Customer services is a very important part of managing ongoing client/patient relationships, because they are the key to bringing in revenue. The concept of customer service is to deliver outstanding services so the customers will have a great experience. I currently work in the healthcare industry and the company that I work for is starting to have trainings and meetings to improve customer service to our clients to help increase our patient satisfaction levels. There are some employees who strive to help the patient by going far and beyond their line of duties, and as others are burned out and feel like they just need to get the patient in and out without really understanding the patient’s needs or

Datatronics is an organization that serves their customers with Enterprise Resource Planning integrated solutions. Their growth is mainly attributed to acquisitions of smaller competitors. E-Z RP was such a company that despite its inferior size compared to Datatronics was able to succeed and outperform Datatronics on grounds of customer service and customer satisfaction. Datatronics recognized the fact and acquired E-Z RP with the aim to improve in that respective area. Just as it is the case with most acquisitions, job uncertainty at E-Z RP came into question when the acquisition was announced, however, all of the employees were able to remain employed. The issue was that most of the positions E-Z RP

Recognizing and rewarding high-performance is a key recommendation for any approach when managing any merit pay program (HRIS 2012). Merit pay is a compensation system where base pay increases and is determined by an individual’s performance. Using a merit pay plan is a good way for an organization to reward high performance is one benefit when using merit pay programs. The first step in implementing or improving a merit pay program is to have a solid performance management program, and this is another way a merit pay program is beneficial. Merit pay is a way to be successful and effectively implement merit pay with a uplift in salaries, and this is a third way using a merit pay program is beneficial to an organization. There are some drawbacks when using merit pay programs, such as paying some employees more than others. If you pay high-performing workers more than low- performing employees, the high- performers may stay, causing the low- performers to complain or leave the organization. A second drawback in using merit pay program is that employees become less motivated if not paid to their satisfaction. For example, if employees feel they should be making more money for their performance, this causes them to have low self esteem, and want to find employment at other organization. The last drawback associated with

An incentive pay program can reward employees who continue to produce superior work or encourage employees who already produce good work to best. Sometimes, use an incentive system when employees are lack of enthusiasm of getting down to work and improving things. If everyone in the same job classification gets the same pay, there is no real incentive to do an outstanding job (French, 1990). Various incentive plans used to motivate all employees such as production staff, sales staff, administrative staff and managerial and professional staff on an individual basis. To be improved employee work performance, the incentive pay programs need to be fairly matched with the employees’ expectation. Properly designed and maintained incentive pay program has the potential to increase employees’ productivity and work performance.