What other incentives would assist the company in motivating the sales staff?

Read the case study.Submit in essay form, following APA format, the answers to the questions related to the case study Sodexo Incentives.Be sure to follow APA guidelines and write your paper in the proper format, not as a question and answer.420 SECTION 1 Environment of Human Resource Management HR EXPERIENTIAL PROBLEM SOLVING Your insurance company needs to update the sales incentive program for its sales/marketing representatives. Due to growth in the volume and diversity of the products being sold, the existing system of having one incentive program for all sales marketers no longer meets the needs of the company. To maximize sales in each of the product lines, the system needs to provide an incentive and reward system to encourage employees to focus on their specific product lines while also cross-marketing the company’s portfolio of other products. To identify the key facets of a sales commission program, visit websites including www.8020salesperformance .com/sales_compensation.html. 1. Would a compensation program that offered only commission work for your company? Why or why not? 2. What other incentives would assist the company in motivating the sales staff? Many employers offer incentives to employees working in different jobs. Often, the incentives are to reward employee performance, both in the short and the long term. But some company incentive plans are viewed negatively by employees, while others are seen as highly positive by employees at all levels. One firm that has a well-regarded, broad-based incentive plan is Sodexo, a large food and facilities service firm with more than 350,000 employees in 80 countries. Being such a large firm, Sodexo has a variety of clients, including many corporate and governmental entities, hospitals, manufacturing firms, and universities. Thus, the firm’s client services are varied, with many of them being basic ones such as cleaning offices, maintenance of all types of facilities, doing landscaping, and managing other basic and professional activities. In North America, including the United States, Sodexo has almost 125,000 staff members. More than 40,000 of the North American staff members work in health care, including clinics, offices, and hospital sites. Being such a large firm with employees doing many different types of jobs, a key part of Sodexo’s organizational and HR cultures involves engaging its employees in many ways. One aspect is having a widely based employee rewards program containing recognition and incentives. The company’s “Spirit of Sodexo” program focuses on three general-award facets: service, teamwork, and progress. To operate this program, the company has required executives, including the top HR officer, to develop processes for the nomination of employees who make significant contributions, locally and regionally, as well as in business and corporate divisions of the firm. Some of the recognitions and awards provided to employees are interesting. Because the biggest division of workers is in health care locations, a special incentive program called Sodexo CARES has been used for several years for employees who accomplish especially unique results. At one hospital, a small group of dieticians developed a new system for ordering medication and devices online, something that is not done in most hospitals. These dieticians received recognition and incentive awards for their job-related accomplishments. Another incentive reward for exceptional efforts went to a female employee who worked as a food caterer and prepared special meals for a young foreign hospital patient who had difficulty eating typical U.S. foods. The employee homecooked various items for that patient when the patient had surgery. Her efforts were increasingly recognized throughout Sodexo, and she received a national incentive award. Both she and her husband attended a national meeting in a different city where she was recognized and became the subject of a short video. She also received a $500 gift card and a lot of publicity. Numerous other examples exist showing how Sodexo uses employee incentives as part of its culture in many different industry jobs. To learn more about Sodexo and its organizational and HR culture, go to www.sodexo.com. The overall picture of such widely focused incentive recogition efforts Sodexo Incentives CASE 5315X_12_ch12_p394-423.indd 420 315X_12_ch12_p394-423.indd 420 17/07/10 5:54 PM 7/07/10 5:54 PM CHAPTER 12 Incentive Plans and Executive Compensation 421 SUPPLEMENTAL CASES Cash Is Good, Card Is Bad Both the positive and negative issues associated with the use of an incentive plan are discussed in this case. (For the case, go to www.cengage .com/management/mathis.) Incentive Plans for Fun and Travel This case discusses incentive plans that stimulate employee interest and motivate them to perform well. (For the case, go to www.cengage .com/management/mathis.) illustrates how incentives can significantly influence the motivation and performance of employees.50 QUESTIONS 1. Based on the Sodexo example, discuss the importance of widespread incentives in improving both the culture and employee retention efforts in a firm. 2. How might having employees receive recognition and incentives at a national level impact the performance of their coworkers and colleagues? NOTES 1. Based on David J. Cichelli and Angie Keller, “Cox Communications Tackles Central vs. Local Compensation Design,” Workspan, September 2007, 53–56. 2. Allison Avalos, “Salary Budget Increases,” Workspan, September 2009, 27–30. 3. M. Rush Benton, “Hope Is Not a Business Strategy . . .” Investment News, June 1, 2009, 1. 4. Bruce Ellig, “What Pay for Performance Should Measure,” WorldatWork Journal, Second Quarter, 2008, 64–75. 5. Brad Hill and Christine Tande, “Incentive Pay: Short-Term Change Agent or Long-Term Success?” Workspan, September 2009, 61–64. 6. Ken Abosch, “The Past, Present, and Future of Variable Pay,” Workspan, July 2009, 27–30. 7. Eric Chapman, “Where Executive and Employee Compensation Is Headed in the Next 12 Months,” Workspan, July 2009, 23–25; Robert J. Fulton, Jr., “How Do Professional Services Firms Tie Pay to Performances?” Dear Workforce Newsletter, April 30, 2009, www .workforce.com. 8. Based on Susan Lackey, “Fill Those Unpopular Shifts,” HR Magazine, April 2009, 63–66. 9. Jinyu He and Heli C. Wang, “Innovative Knowledge Assets and Economic Performance,” Academy of Management Journal, 52 (2009), 919–938. 10. M. J. Gibbs, et al., “Performance Measure Properties and Incentive System Design,” Industrial Relations, 48 (2009), 237–264. 11. Ken Abosch, et al., “Broad-Based Variable Pay Goes Global,” Workspan, 56–62. 12. Tyler Gentry and Karl Glotzbach, “Incentives Without Borders,” The Power of Incentives, 2007, 77–82. 13. Leo Jakobson, “$46 Billion Spent on Incentives,” Incentive, November 2007, 27–28. 14. Chris Silva, “An Incentive to Provide Incentives,” Employee Benefit News, May 2007, 11–12. 15. Michael Marino and Steve Van Putter, “Four Cardinal Directions for Navigating Incentive Design in Uncertain Times,” Workspan, December 2008, 57–61. 16. Patricia K. Zinghelm and Jay R. Schuster, “Revisiting Effective Incentive Design,” WorldatWork Journal, First Quarter, 2005, 50–58. 17. Scott A. Jeffrey, “Justifiability and the Motivational Power of Tangible Noncash Incentive,” Human Performance, 22 (2009), 143–155. 18. Peter A. Lupo, “Keep It Simple,” Workspan, October 2009, 65–68. 19. Jean VanRensselar, “Designing an Incentive Program for NonSales Employees,” The Power of Incentives, 2007, 87–96. 20. Bonnie Schindler, “Understanding Private Company Incentive Pay Practices,” Workspan, March 2008, 43–48; Dan Kleinman, “Getting Our Bonus Expectations Right,” Workspan, July 2009, 75–76. 21. Christopher Cabera, “Non-Cash Rewards . . .,” Workspan, July 2008, 25–26. 22 Leo Jakobson, “Don’t Show Me the Money,” Incentive, September 2009, 14–19. 23. Rebecca R. Hastings, “Length-ofService Awards Becoming More Personal,” HR Magazine Supplement on SHRM’s 2009 HR Trend Book, www.shrm.org, 43–48. 24. Robert Masternak, “Gainsharing and Lean-Six Sigma—Perfect Together,” WorldatWork Journal, First Quarter, 2005, 44–49. 25. M. W. Van Alstyne, “Create Colleagues Not Competitors,” Harvard Business Review, September 2005, 24–28. 26. A. Bayo-Moriones and M. LarraaKintana, “Profit-Sharing Plans and Affective Commitment,” Human Resource Management, March–April 2009, 207–226. 27. “In Depth Profit Sharing: Share Peace of Mind,” Employee Benefits Magazine, January 2006, 42. 5315X_12_ch12_p394-423.indd 421 315X_12_ch12_p394-423.indd 421

Describe how the advanced practice nurse can play a role in improving

 Describe how the advanced practice nurse can play a role in improving the health of young adults through preventive screening and intervention.     Despite increased abilities across developmental realms, including the maturation of pain systems involving self-regulation and the coordination of affect and cognition, the transition to young adulthood is accompanied by higher rates of mortality, greater engagement in health-damaging behaviors, and an increase in chronic conditions.  Rates of motor vehicle fatality and homicide peak during young adulthood, as do mental health problems, substance abuse, unintentional pregnancies, and sexually transmitted infections.    Support your answers  and provide citations and references in APA format. 

What was the problem in the joint venture that triggered the conflict between the two companies?

This week’s discussion will focus on cultural negotiation using the case study Danone’s Wrangle with Wahaha (p. 255).This case is a cautionary tale of how important cultural differences are when forming strategic partnerships or joint ventures with companies from different countries.Our content this week reflects on the impact of conflict on decision-making. As a decision-maker within your organization, it is important for you to deal with conflict in a skilled manner. Doing so can create positive outcomes and provide opportunities for improvement rather than undesirable results. After reading the case, reflect on the following:What was the problem in the joint venture that triggered the conflict between the two companies?What were the differences of each company’s understanding of their own respective roles and responsibilities in this venture?Did any aspect of organizational cultural or national culture affect this perspective?As a leader, what are some ways you can handle conflict when it arises?Embed course material concepts, principles, and theories, which require supporting citations along with two scholarly peer-reviewed references supporting your answer. Keep in mind that these scholarly references can be found in the Saudi Digital Library by conducting an advanced search specific to scholarly references. Be sure to support your statements with logic and argument, citing all sources referenced. Post your initial response early and check back often to continue the discussion. Be sure to respond to your peers’ posts as well.2 pages 3 references

Analyze talent management approaches used to build high-performance organizations.

Competency 2: Analyze talent management approaches used to build high-performance organizations.This reflection activity is comprised of two sections collectively totaling a minimum of 500 words. Complete your reflections by responding to all prompts. Job SearchVisit O*Net. In the search box, search for your current job, a job you know well, or a job you may aspire toward.  Answer the questions below based on the job you searched for:What is the job title?What are the top 5 tasks listed for that job? As an HR manager, which skills do you think will be in demand for this position? What would you look for in a candidate?As someone applying for the position, what training or professional development opportunities would you consider completing to gain the necessary skills?Job InterviewChapter 6 describes experience-based situational interview questions in which a candidate must describe how he or she handled a specific type of situation (see Table 6.2 for examples). Imagine you received a promotion and were going to interview candidates to replace you in the role searched above.Consider the answers to the question above and address the following:Describe 4 experience-based situational interview questions you might ask each candidate.Explain what would you expect to learn about the candidate from their response to each question.Explain why it is important as the hiring manager to know what you expect to learn from these questions?Submit your reflection.

Do you have any advice for Logan?

  · Book: Forensic and Investigative Accounting· Please answer the questions listed below and submit in a word document.  The Dirty Accountant? Logan Johnson is a recent graduate of MidUniversity’s accounting program. She has begun her work as the accountant for Platinum Automotive run by Joe and Tom Younger. Platinum has a series of car lots where they sell top-end “previous driven” cars in Baltimore, Maryland. On February 6, 2011, Joe Younger sold a 2010 BMW X3, 3.01 SUV for $38,000. Logan entered the following entry into the accounting database for the sale:Feb. 6, 2011  Cash    9,800Note Receivable      28,200BMW X3      38,000Logan thought nothing of the sale. On February 10, Joe Younger dropped off documentation that showed $9,900 of the loan had been paid off. Logan booked the proper entries. On February 15 and again on February 20, documentation showed that the loan was being repaid and paid off with payments of $9,500 and $8,800, respectively. Shortly afterward, Logan received an envelope with $250 in cash on her desk. On the front of the envelope, the word “bonus” was written. Logan is happy that her work is being favorably recognized by the owners.Do you have any advice for Logan?

Explain the concept of a flexible budget, why it is used, and what value it serves managers within the organization.

 Prior to beginning work on this discussion forum, read Chapters 7 and 8 in your textbook.Write: Make sure your response addressing the following question is more than 200 words and include an in-text citation from the reading material where appropriate.Some individuals assume that a flexible budget means the organization just changes the budget whenever something happens that was not budgeted. Nothing could be further from the truth. In your own words explain the concept of a flexible budget, why it is used, and what value it serves managers within the organization. Illustrate the use of a flexible budget with an example.

How has the evolution of the internet piloted the growth of e-contracts?

 In this module, we have explored the surge of e-commerce and the escalation of online contracts. How has the evolution of the internet piloted the growth of e-contracts? With the implementation of legislation, the Electronic Signatures in Global and National Commerce Act (E-SIGN Act) and the Uniform Electronic Transactions Act (UETA), what is the impact and significance of digital signatures in cyberspace?Finally, in responding to your peers’ posts, discuss the validity of e-contracts within an information technology business model. What are the boundaries of e-contracts? Offer suggestions on how your peers can protect contracts that fall outside the boundaries. 

Deliver an elevator pitch that describes your professional background and experience for a potential employer during a job interview.

1) Select either Topic A or Topic B for your introductory speech. o Topic A: Elevator Pitch | Deliver an elevator pitch that describes your professional background and experience for a potential employer during a job interview. o Topic B: Dream Career | Discuss your dream career. 2) Create an outline or speaking notes in Microsoft Word. o Download the Microsoft Word template in the “Assignment 1.1” section located in Week 2 of your course. o Focus your speech on 2-3 main points so you’ll stay within the 2-minute time limit. 3) Submit the completed Microsoft Word template in Blackboard (this is separate from your speech/self-review). 4) For this assignment, you will not compose an essay or speech. You are only required to submit an outline.

Discuss America’s Cold War policy or strategy aimed at dealing with communism and the Soviet threat, and an example of a Cold War conflict or crisis.

DISCUSSION
Part 1: Post a Response
By the early 1950s, the US was a world super-power militarily and economically. The Great Depression was no more. But, two major rival powers were developing, rivals ideologically and militarily: The Cold War between the US and its allies versus the Soviet Union and its allies/clients would be the dominant international issue for the next four decades. Domestically, in the 1950s and the 1960s, the US would begin grappling head-on with major Civil Rights and economic issues, as well as a divisive conflict in Vietnam and widespread demonstrations and some high profile assassinations.Choose and discuss (in a full paragraph or two) one of the following two topics related to the period from the late 1940s and through the 1960s.1. Discuss America’s Cold War policy or strategy aimed at dealing with communism and the Soviet threat, and an example of a Cold War conflict or crisis. o Identify one or two Cold War strategies of the US. Describe a specific example of a conflict or crisis that was part of this Cold War strategy, and compare or contrast this to the international situation today.o Identify the source(s) where you read about these Cold War issues.2. Discuss the Civil Rights advances and struggles that took place in the 1950s and 1960s along with relevant legal developments. o Identify two key specific events of the Civil Rights struggle and at least one major piece of legislation or court decision.o Explain the historical significance of your examples and ways they have impacted our own time. o Identify the source(s) where you read these Civil Rights issues.NOTE: MORE THAN ONE ANSWERS PROVIDED CHOOSE ANY

Discuss how the evolution of crime fighting may affect social policy from national and international perspectives.

Over the last four weeks, you have learned about various aspect of criminology. In this last week of class, you will consider what changes are a part of the future of crime fighting and explain how they can have an impact.     View the following videos on the University Library Resources page:  •“What is Biometrics?” •“Advantages and Disadvantages of Surveillance” •“Targeting Terror”    Research the following:  •USA PATRIOT Act of 2001 •The Domestic Security Enhancement Act of 2003 •Homeland Security Act of 2002    Write a 1,050- to 1,400-word paper addressing the following:  •Future directions of crime fighting and its role in social policy implication. •The potential for specific crime-fighting methodologies, such as using biometrics, implementing cybercrime spyware, or mandating DNA collection programs. •Evolving law enforcement and forensic technologies used to detect criminal activities. •Possible civil liberty or ethical violations as they relate to the evolving technologies you included in the paper.    Discuss how the evolution of crime fighting may affect social policy from national and international perspectives.     Consider how the evolving technologies relate to national and international policymaking.     Include at least two academic references.     Format your paper according to APA guidelines.