Assignment Prompt & Instructions
– 2 years ago
**files (2)**
– ## HRM307Unit3Assignment.pdf
– ## HRM307CaseStudiesJune2021.pdf
**## HRM307Unit3Assignment.pdf**
Copyright Post University 2022, All Rights Reserved
Due Date: 11:59 pm EST, Sunday of Unit 3
Points: 100
Overview:
To understand how to design a comprehensive compensation strategy, you will apply
your learning to the selected case study.
Instructions:
Select one company to use throughout the course (the company information document
is attached to the assignment). You will use this company case study to apply your
learnings from the class.
• Record your name, the date, and the company name you have chosen for your
case study on the title page of your paper.
Take time to read and review Chapters 1-4 to answer these questions.
Answer the following questions for the case study you have chosen. Read all aspects of
your case study carefully. Please make sure you address each question thoroughly and
clearly. Each question should be at least 2-3 paragraphs to illustrate your
understanding. Review the grading rubric before writing your paper.
1) Of the three generic business strategies that most organizations follow (cost-
cutter, customer-centric, prospector, innovator, or something else), which
strategy does your case study seem to fit and why? Review the following to help
you; the article in Unit 1 titled The linkages between business strategies, culture,
and compensation using Miles & Snow's and Hofstede culture framework in
conglomerate firms, Three Compensation Strategies (Exhibit 2.1), and Tailor the
Compensation System to the Strategy (Exhibit 2.3).
2) What compensation objectives can you conclude from your case study (review
Exhibits 1.5, 1.6, 2.1, and 2.3 to help you gather some ideas for your case
study)? List several unique compensation objectives for your case study and
explain why you have inferred your unique objectives.
3) Review Formulating a Total Compensation Strategy (Exhibit 2.6) and Contrasting
Maps of Microsoft and SAS (Exhibit 2.8). Map a total compensation strategy for
HRM307 – Compensation &
Benefits
Case Study 1
Copyright Post University 2022, All Rights Reserved
Competitiveness and Employee Contributions. Discuss your company's profile in
these two areas and explain why you have answered in this way.
4) In the case study you have selected, how might the company's values be
reflected in your compensation system design and why?
5) Review Hierarchical versus Egalitarian Structures (Exhibit 3.6) and Layered
versus Delayered Structures (Exhibit 3.7). What types of internal structures do
you believe would fit best for your case study and why?
Requirements:
• Submit a Word document in APA format (double spaced with references and
APA in text citations).
• Maximum 6 pages in length, excluding the Title and Reference pages.
• At least two resources.
Be sure to read the criteria below by which your work will be evaluated before
you write and again after you write.
Copyright Post University 2022, All Rights Reserved
Evaluation Rubric for Case Study 1
CRITERIA Deficient Needs
Improvement
Proficient Exemplary
0 – 17 points 18 – 23 points 24 – 29
points
30 points
Relevance Does not
understand
each question
nor its
relevance to
the learning
material
Generally,
understands
each question
and its relevance
to the learning
material
Mostly
understands
each
question and
its relevance
to the
learning
material
Completely
understands
each question
and its
relevance to
the learning
material
Complete and
Concise
Fails to answer
each question
thoroughly and
concisely
Somewhat
answers each
question
thoroughly and
concisely
Mostly
answers
each
question
thoroughly
and concisely
Thoroughly
answers each
question
completely and
concisely
Support Fails to provide
relevant
examples
and/or sources
supporting
each answer
Generally, it
provides relevant
examples and/or
sources
supporting each
answer
Mostly
provides
relevant
examples
and/or
sources
supporting
each answer
Completely
provides
relevant
examples
and/or sources
supporting
each answer
0 – 5 points 6 – 7 points 8 – 9 points 10 points
Clear and
Professional
Writing and
APA Format
Errors impede
professional
presentation;
guidelines not
followed.
Significant errors
that do not
impede
professional
presentation.
Few errors
that do not
impede
professional
presentation.
Writing and
format are
clear,
professional,
APA compliant,
and error-free.
– Overview:
– Instructions:
– Requirements:
– Evaluation Rubric for Case Study 1
**## HRM307CaseStudiesJune2021.pdf**
Copyright Post University 2022, All Rights Reserved
Select a hypothetical company (Workforce Solutions Services, Inc., Global Braking Components Corp., or Worldglobe Biotech Corp.) from one of
the columns below which interests you. You will use this case study to apply your learning in Unit 3, 5, and 7.
Company
Name
Vision
Workforce Solutions Services Inc.
(WSS)
Making HR Easier
Global Braking Components Corp.
(GBC)
Designing and Producing a World Class
Product
Worldglobe Biotech Corp.
(WBC)
Developing the Next Generation of Biotech
Solutions
Industry –
Product
Service – Staffing and Workforce
Solutions
Manufacturing – Automotive components Research – Biotech and Pharmaceuticals
# Employees 5,000 employees – US and Canada
Temporary and permanent staffing,
outsourcing, and innovative workforce
solutions (payroll, on site workforce
management, recruiting, temporary
solutions, outplacement).
200 employees – Global manufacturing – 5
locations
Braking component supplier to US
automotive manufacturers.
10,000 employees – Global
Biotechnology and pharmaceuticals.
Financial
Overview
Modestly Profitable
20% profit margins
Low Profitability
8% profit margins
Very Profitable
40% profit margins
HRM307 – Compensation &
Benefits
Case Studies
Copyright Post University 2022, All Rights Reserved
Strategic
Emphasis
Acquiring new customers.
Experimentation and searching for
opportunities are valued.
Acquire new resources.
Obtain new opportunities.
Differentiation.
Continuous Development.
Transformational changes to the
market.
Focus on growth – expand service
offerings.
Long term approach. Increase market
share.
Permanence and stability. Efficiency,
control and smooth operations are
important.
Improve Quality. Increase sales/reduce
cost. Reduce safety incidents. Increase
operational efficiency. Maintain key
customers and markets and increase sales
in current market space.
Short term approach – investor owned.
Sell the business.
Competitive actions and achievement.
Hitting stretch targets and winning in the
marketplace are dominant.
Increase market share. Develop new
customers. Deliver new products to the
market. Increase profitability. Obtain goals
Market Service differentiation Low product cost Product differentiation
Position Provide new solutions to the customer Product centered
Manage the customer
Customer centered
Objectives An organization that focuses on
selling product bundles/systems.
They deliver products and services as
a package
An organization that is focused on
producing and selling excellent products
(basic philosophy is customers will buy
product because it is the best in the
marketplace)
An organization that is aware of their
customers and knows to whom they are
selling and segments their customers and
tailors marketing campaigns by segment.
Looks for cross selling opportunities.
Competitors Many competitors Steady competition Few competitors
Criteria for
Success
The organization defines success on
the basis of having the most unique or
newest services. It is a service leader
and innovator. Goal is to outpace and
outperform the competition with new
opportunities, provide unique cutting-
edge workforce solutions
The organization defines success on the
basis of efficiency. Dependable delivery,
smooth scheduling and low-cost
production are critical.
The organization defines success on the
basis of winning in the
marketplace and outpacing the competition.
Competitive market leadership is key.
Organization
Culture
Commitment to innovation and
development. There is an emphasis
on being on the cutting edge.
Risk Taking, Performance, Long Term
Thinking, Unstructured Environment,
Flexible, Creative, Shared Decision
Making, Freedom to Act.
Formal rules and policies. Maintaining a
smooth-running organization is important.
Stability, Management Control, Structure,
Hierarchy, Centralized Decision Making,
Process Focused, Formal Planning and
Approvals, Internal
Consistency/Uniformity, Timeliness,
Organization
Emphasis on achievement and goal
accomplishment. Aggressiveness and
winning are common themes.
Customer Focus, Results Oriented,
Diversity, Innovation,
Learning/Development, Personal Growth,
High Performance, Collaboration.
Copyright Post University 2022, All Rights Reserved
Dominant
Characteristics
The organization is a very dynamic
entrepreneurial place.
People are willing to stick their necks
out and take risks.
The organization is a very controlled and
structured place.
Formal procedures generally govern what
people do.
The organization is very results oriented. A
major concern is with getting the job done.
People are very competitive and
achievement oriented.
Leadership The leadership in the organization is
generally considered to exemplify
entrepreneurship, innovating, or risk
taking.
The leadership in the organization is
generally considered to exemplify
coordinating, organizing, or smooth-
running efficiency.
The leadership in the organization is
generally considered to exemplify a no-
nonsense, aggressive, results-oriented
focus.
Management
of employees
The management style in the
organization is characterized by
individual risk-taking, innovation,
freedom, and uniqueness.
The management style in the organization
is characterized by security of
employment, conformity, predictability, and
stability in relationships.
The management style in the organization
is characterized by hard-driving
competitiveness, high demands, and
achievement.
Values Honesty, Diversity, High Performance,
Innovation, Risk Taking, Learning,
Balance, Flexibility
Integrity, Results, Continuous
Improvement, Problem Solving,
Accountability
Trust, Respect, High Performance,
Expertise, Creativity, Problem Solving,
Results
Workforce
Description
Employee specialization – Temporary
labor which includes clerical,
administrative, assemblers, machine
Employee specialization – Manufacturing
Engineers, Material Planners, Operations
Specialists, Machine Maintenance
Employee specialization – Biochemists,
Bio-pharmacologists, Research Scientists,
Engineers, Program Managers, Supply
operators, inspectors
Other key positions include
Information Technology Business
Analysts, Information Technology
Specialists, Cost Accountants, Safety
Specialists, Sales Managers, On site
Client Managers, Media,
Communications and Media
Specialists.
Diverse workforce with broad range in
age.
Customer Facing – Temporary Labor
assigned to client sites, such as
Assemblers, Administrative
Assistants, and Clerks, as well as
Sales Managers, Solution Managers,
and On-site client Managers
Technicians, Machine Operators,
Manufacturing Technicians, Assemblers,
Materials Handlers.
Other key positions include Information
Technology Manager, HR Manager, Plant
Manager, Finance Manager, Safety
Manager
Older diverse workforce with long service.
Customer Facing – Sales Manager,
Quality Manager, Engineering Manager,
Plant Manager
Chain Managers, Information Technology,
Clinical Affairs, Medical Officers,
Regulatory Specialists.
Diverse and global workforce.
Collaborative. Team focused. Recent
graduates with PhD, MS degrees. Younger
workforce.
Customer Facing – Sales Managers,
Marketing Managers, Research Managers,
Clinical Managers, Quality Managers,
Medical Officers, Regulatory Managers
Copyright Post University 2022, All Rights Reserved
External labor
market
availability
The labor market is not readily
available. Competition with other
companies is fierce.
Machine Operators and Assemblers are
recruited locally but difficult to find.
Specialized engineering skills are difficult
to find locally and recruiting comes from
out of state or up to 35 miles outside the
facility.
High demand for high tech talent. Most of
the company facilities are located in urban
areas near universities. Supply of talent is
available but the company competes with
several large biopharma industries
throughout the US.
**## HRM307CaseStudiesJune2021.pdf**
Copyright Post University 2022, All Rights Reserved
Select a hypothetical company (Workforce Solutions Services, Inc., Global Braking Components Corp., or Worldglobe Biotech Corp.) from one of
the columns below which interests you. You will use this case study to apply your learning in Unit 3, 5, and 7.
Company
Name
Vision
Workforce Solutions Services Inc.
(WSS)
Making HR Easier
Global Braking Components Corp.
(GBC)
Designing and Producing a World Class
Product
Worldglobe Biotech Corp.
(WBC)
Developing the Next Generation of Biotech
Solutions
Industry –
Product
Service – Staffing and Workforce
Solutions
Manufacturing – Automotive components Research – Biotech and Pharmaceuticals
# Employees 5,000 employees – US and Canada
Temporary and permanent staffing,
outsourcing, and innovative workforce
solutions (payroll, on site workforce
management, recruiting, temporary
solutions, outplacement).
200 employees – Global manufacturing – 5
locations
Braking component supplier to US
automotive manufacturers.
10,000 employees – Global
Biotechnology and pharmaceuticals.
Financial
Overview
Modestly Profitable
20% profit margins
Low Profitability
8% profit margins
Very Profitable
40% profit margins
HRM307 – Compensation &
Benefits
Case Studies
Copyright Post University 2022, All Rights Reserved
Strategic
Emphasis
Acquiring new customers.
Experimentation and searching for
opportunities are valued.
Acquire new resources.
Obtain new opportunities.
Differentiation.
Continuous Development.
Transformational changes to the
market.
Focus on growth – expand service
offerings.
Long term approach. Increase market
share.
Permanence and stability. Efficiency,
control and smooth operations are
important.
Improve Quality. Increase sales/reduce
cost. Reduce safety incidents. Increase
operational efficiency. Maintain key
customers and markets and increase sales
in current market space.
Short term approach – investor owned.
Sell the business.
Competitive actions and achievement.
Hitting stretch targets and winning in the
marketplace are dominant.
Increase market share. Develop new
customers. Deliver new products to the
market. Increase profitability. Obtain goals
Market Service differentiation Low product cost Product differentiation
Position Provide new solutions to the customer Product centered
Manage the customer
Customer centered
Objectives An organization that focuses on
selling product bundles/systems.
They deliver products and services as
a package
An organization that is focused on
producing and selling excellent products
(basic philosophy is customers will buy
product because it is the best in the
marketplace)
An organization that is aware of their
customers and knows to whom they are
selling and segments their customers and
tailors marketing campaigns by segment.
Looks for cross selling opportunities.
Competitors Many competitors Steady competition Few competitors
Criteria for
Success
The organization defines success on
the basis of having the most unique or
newest services. It is a service leader
and innovator. Goal is to outpace and
outperform the competition with new
opportunities, provide unique cutting-
edge workforce solutions
The organization defines success on the
basis of efficiency. Dependable delivery,
smooth scheduling and low-cost
production are critical.
The organization defines success on the
basis of winning in the
marketplace and outpacing the competition.
Competitive market leadership is key.
Organization
Culture
Commitment to innovation and
development. There is an emphasis
on being on the cutting edge.
Risk Taking, Performance, Long Term
Thinking, Unstructured Environment,
Flexible, Creative, Shared Decision
Making, Freedom to Act.
Formal rules and policies. Maintaining a
smooth-running organization is important.
Stability, Management Control, Structure,
Hierarchy, Centralized Decision Making,
Process Focused, Formal Planning and
Approvals, Internal
Consistency/Uniformity, Timeliness,
Organization
Emphasis on achievement and goal
accomplishment. Aggressiveness and
winning are common themes.
Customer Focus, Results Oriented,
Diversity, Innovation,
Learning/Development, Personal Growth,
High Performance, Collaboration.
Copyright Post University 2022, All Rights Reserved
Dominant
Characteristics
The organization is a very dynamic
entrepreneurial place.
People are willing to stick their necks
out and take risks.
The organization is a very controlled and
structured place.
Formal procedures generally govern what
people do.
The organization is very results oriented. A
major concern is with getting the job done.
People are very competitive and
achievement oriented.
Leadership The leadership in the organization is
generally considered to exemplify
entrepreneurship, innovating, or risk
taking.
The leadership in the organization is
generally considered to exemplify
coordinating, organizing, or smooth-
running efficiency.
The leadership in the organization is
generally considered to exemplify a no-
nonsense, aggressive, results-oriented
focus.
Management
of employees
The management style in the
organization is characterized by
individual risk-taking, innovation,
freedom, and uniqueness.
The management style in the organization
is characterized by security of
employment, conformity, predictability, and
stability in relationships.
The management style in the organization
is characterized by hard-driving
competitiveness, high demands, and
achievement.
Values Honesty, Diversity, High Performance,
Innovation, Risk Taking, Learning,
Balance, Flexibility
Integrity, Results, Continuous
Improvement, Problem Solving,
Accountability
Trust, Respect, High Performance,
Expertise, Creativity, Problem Solving,
Results
Workforce
Description
Employee specialization – Temporary
labor which includes clerical,
administrative, assemblers, machine
Employee specialization – Manufacturing
Engineers, Material Planners, Operations
Specialists, Machine Maintenance
Employee specialization – Biochemists,
Bio-pharmacologists, Research Scientists,
Engineers, Program Managers, Supply
operators, inspectors
Other key positions include
Information Technology Business
Analysts, Information Technology
Specialists, Cost Accountants, Safety
Specialists, Sales Managers, On site
Client Managers, Media,
Communications and Media
Specialists.
Diverse workforce with broad range in
age.
Customer Facing – Temporary Labor
assigned to client sites, such as
Assemblers, Administrative
Assistants, and Clerks, as well as
Sales Managers, Solution Managers,
and On-site client Managers
Technicians, Machine Operators,
Manufacturing Technicians, Assemblers,
Materials Handlers.
Other key positions include Information
Technology Manager, HR Manager, Plant
Manager, Finance Manager, Safety
Manager
Older diverse workforce with long service.
Customer Facing – Sales Manager,
Quality Manager, Engineering Manager,
Plant Manager
Chain Managers, Information Technology,
Clinical Affairs, Medical Officers,
Regulatory Specialists.
Diverse and global workforce.
Collaborative. Team focused. Recent
graduates with PhD, MS degrees. Younger
workforce.
Customer Facing – Sales Managers,
Marketing Managers, Research Managers,
Clinical Managers, Quality Managers,
Medical Officers, Regulatory Managers
Copyright Post University 2022, All Rights Reserved
External labor
market
availability
The labor market is not readily
available. Competition with other
companies is fierce.
Machine Operators and Assemblers are
recruited locally but difficult to find.
Specialized engineering skills are difficult
to find locally and recruiting comes from
out of state or up to 35 miles outside the
facility.
High demand for high tech talent. Most of
the company facilities are located in urban
areas near universities. Supply of talent is
available but the company competes with
several large biopharma industries
throughout the US.
**## HRM307Unit3Assignment.pdf**
Copyright Post University 2022, All Rights Reserved
Due Date: 11:59 pm EST, Sunday of Unit 3
Points: 100
Overview:
To understand how to design a comprehensive compensation strategy, you will apply
your learning to the selected case study.
Instructions:
Select one company to use throughout the course (the company information document
is attached to the assignment). You will use this company case study to apply your
learnings from the class.
• Record your name, the date, and the company name you have chosen for your
case study on the title page of your paper.
Take time to read and review Chapters 1-4 to answer these questions.
Answer the following questions for the case study you have chosen. Read all aspects of
your case study carefully. Please make sure you address each question thoroughly and
clearly. Each question should be at least 2-3 paragraphs to illustrate your
understanding. Review the grading rubric before writing your paper.
1) Of the three generic business strategies that most organizations follow (cost-
cutter, customer-centric, prospector, innovator, or something else), which
strategy does your case study seem to fit and why? Review the following to help
you; the article in Unit 1 titled The linkages between business strategies, culture,
and compensation using Miles & Snow's and Hofstede culture framework in
conglomerate firms, Three Compensation Strategies (Exhibit 2.1), and Tailor the
Compensation System to the Strategy (Exhibit 2.3).
2) What compensation objectives can you conclude from your case study (review
Exhibits 1.5, 1.6, 2.1, and 2.3 to help you gather some ideas for your case
study)? List several unique compensation objectives for your case study and
explain why you have inferred your unique objectives.
3) Review Formulating a Total Compensation Strategy (Exhibit 2.6) and Contrasting
Maps of Microsoft and SAS (Exhibit 2.8). Map a total compensation strategy for
HRM307 – Compensation &
Benefits
Case Study 1
Copyright Post University 2022, All Rights Reserved
Competitiveness and Employee Contributions. Discuss your company's profile in
these two areas and explain why you have answered in this way.
4) In the case study you have selected, how might the company's values be
reflected in your compensation system design and why?
5) Review Hierarchical versus Egalitarian Structures (Exhibit 3.6) and Layered
versus Delayered Structures (Exhibit 3.7). What types of internal structures do
you believe would fit best for your case study and why?
Requirements:
• Submit a Word document in APA format (double spaced with references and
APA in text citations).
• Maximum 6 pages in length, excluding the Title and Reference pages.
• At least two resources.
Be sure to read the criteria below by which your work will be evaluated before
you write and again after you write.
Copyright Post University 2022, All Rights Reserved
Evaluation Rubric for Case Study 1
CRITERIA Deficient Needs
Improvement
Proficient Exemplary
0 – 17 points 18 – 23 points 24 – 29
points
30 points
Relevance Does not
understand
each question
nor its
relevance to
the learning
material
Generally,
understands
each question
and its relevance
to the learning
material
Mostly
understands
each
question and
its relevance
to the
learning
material
Completely
understands
each question
and its
relevance to
the learning
material
Complete and
Concise
Fails to answer
each question
thoroughly and
concisely
Somewhat
answers each
question
thoroughly and
concisely
Mostly
answers
each
question
thoroughly
and concisely
Thoroughly
answers each
question
completely and
concisely
Support Fails to provide
relevant
examples
and/or sources
supporting
each answer
Generally, it
provides relevant
examples and/or
sources
supporting each
answer
Mostly
provides
relevant
examples
and/or
sources
supporting
each answer
Completely
provides
relevant
examples
and/or sources
supporting
each answer
0 – 5 points 6 – 7 points 8 – 9 points 10 points
Clear and
Professional
Writing and
APA Format
Errors impede
professional
presentation;
guidelines not
followed.
Significant errors
that do not
impede
professional
presentation.
Few errors
that do not
impede
professional
presentation.
Writing and
format are
clear,
professional,
APA compliant,
and error-free.
– Overview:
– Instructions:
– Requirements:
– Evaluation Rubric for Case Study 1
**## HRM307CaseStudiesJune2021.pdf**
Copyright Post University 2022, All Rights Reserved
Select a hypothetical company (Workforce Solutions Services, Inc., Global Braking Components Corp., or Worldglobe Biotech Corp.) from one of
the columns below which interests you. You will use this case study to apply your learning in Unit 3, 5, and 7.
Company
Name
Vision
Workforce Solutions Services Inc.
(WSS)
Making HR Easier
Global Braking Components Corp.
(GBC)
Designing and Producing a World Class
Product
Worldglobe Biotech Corp.
(WBC)
Developing the Next Generation of Biotech
Solutions
Industry –
Product
Service – Staffing and Workforce
Solutions
Manufacturing – Automotive components Research – Biotech and Pharmaceuticals
# Employees 5,000 employees – US and Canada
Temporary and permanent staffing,
outsourcing, and innovative workforce
solutions (payroll, on site workforce
management, recruiting, temporary
solutions, outplacement).
200 employees – Global manufacturing – 5
locations
Braking component supplier to US
automotive manufacturers.
10,000 employees – Global
Biotechnology and pharmaceuticals.
Financial
Overview
Modestly Profitable
20% profit margins
Low Profitability
8% profit margins
Very Profitable
40% profit margins
HRM307 – Compensation &
Benefits
Case Studies
Copyright Post University 2022, All Rights Reserved
Strategic
Emphasis
Acquiring new customers.
Experimentation and searching for
opportunities are valued.
Acquire new resources.
Obtain new opportunities.
Differentiation.
Continuous Development.
Transformational changes to the
market.
Focus on growth – expand service
offerings.
Long term approach. Increase market
share.
Permanence and stability. Efficiency,
control and smooth operations are
important.
Improve Quality. Increase sales/reduce
cost. Reduce safety incidents. Increase
operational efficiency. Maintain key
customers and markets and increase sales
in current market space.
Short term approach – investor owned.
Sell the business.
Competitive actions and achievement.
Hitting stretch targets and winning in the
marketplace are dominant.
Increase market share. Develop new
customers. Deliver new products to the
market. Increase profitability. Obtain goals
Market Service differentiation Low product cost Product differentiation
Position Provide new solutions to the customer Product centered
Manage the customer
Customer centered
Objectives An organization that focuses on
selling product bundles/systems.
They deliver products and services as
a package
An organization that is focused on
producing and selling excellent products
(basic philosophy is customers will buy
product because it is the best in the
marketplace)
An organization that is aware of their
customers and knows to whom they are
selling and segments their customers and
tailors marketing campaigns by segment.
Looks for cross selling opportunities.
Competitors Many competitors Steady competition Few competitors
Criteria for
Success
The organization defines success on
the basis of having the most unique or
newest services. It is a service leader
and innovator. Goal is to outpace and
outperform the competition with new
opportunities, provide unique cutting-
edge workforce solutions
The organization defines success on the
basis of efficiency. Dependable delivery,
smooth scheduling and low-cost
production are critical.
The organization defines success on the
basis of winning in the
marketplace and outpacing the competition.
Competitive market leadership is key.
Organization
Culture
Commitment to innovation and
development. There is an emphasis
on being on the cutting edge.
Risk Taking, Performance, Long Term
Thinking, Unstructured Environment,
Flexible, Creative, Shared Decision
Making, Freedom to Act.
Formal rules and policies. Maintaining a
smooth-running organization is important.
Stability, Management Control, Structure,
Hierarchy, Centralized Decision Making,
Process Focused, Formal Planning and
Approvals, Internal
Consistency/Uniformity, Timeliness,
Organization
Emphasis on achievement and goal
accomplishment. Aggressiveness and
winning are common themes.
Customer Focus, Results Oriented,
Diversity, Innovation,
Learning/Development, Personal Growth,
High Performance, Collaboration.
Copyright Post University 2022, All Rights Reserved
Dominant
Characteristics
The organization is a very dynamic
entrepreneurial place.
People are willing to stick their necks
out and take risks.
The organization is a very controlled and
structured place.
Formal procedures generally govern what
people do.
The organization is very results oriented. A
major concern is with getting the job done.
People are very competitive and
achievement oriented.
Leadership The leadership in the organization is
generally considered to exemplify
entrepreneurship, innovating, or risk
taking.
The leadership in the organization is
generally considered to exemplify
coordinating, organizing, or smooth-
running efficiency.
The leadership in the organization is
generally considered to exemplify a no-
nonsense, aggressive, results-oriented
focus.
Management
of employees
The management style in the
organization is characterized by
individual risk-taking, innovation,
freedom, and uniqueness.
The management style in the organization
is characterized by security of
employment, conformity, predictability, and
stability in relationships.
The management style in the organization
is characterized by hard-driving
competitiveness, high demands, and
achievement.
Values Honesty, Diversity, High Performance,
Innovation, Risk Taking, Learning,
Balance, Flexibility
Integrity, Results, Continuous
Improvement, Problem Solving,
Accountability
Trust, Respect, High Performance,
Expertise, Creativity, Problem Solving,
Results
Workforce
Description
Employee specialization – Temporary
labor which includes clerical,
administrative, assemblers, machine
Employee specialization – Manufacturing
Engineers, Material Planners, Operations
Specialists, Machine Maintenance
Employee specialization – Biochemists,
Bio-pharmacologists, Research Scientists,
Engineers, Program Managers, Supply
operators, inspectors
Other key positions include
Information Technology Business
Analysts, Information Technology
Specialists, Cost Accountants, Safety
Specialists, Sales Managers, On site
Client Managers, Media,
Communications and Media
Specialists.
Diverse workforce with broad range in
age.
Customer Facing – Temporary Labor
assigned to client sites, such as
Assemblers, Administrative
Assistants, and Clerks, as well as
Sales Managers, Solution Managers,
and On-site client Managers
Technicians, Machine Operators,
Manufacturing Technicians, Assemblers,
Materials Handlers.
Other key positions include Information
Technology Manager, HR Manager, Plant
Manager, Finance Manager, Safety
Manager
Older diverse workforce with long service.
Customer Facing – Sales Manager,
Quality Manager, Engineering Manager,
Plant Manager
Chain Managers, Information Technology,
Clinical Affairs, Medical Officers,
Regulatory Specialists.
Diverse and global workforce.
Collaborative. Team focused. Recent
graduates with PhD, MS degrees. Younger
workforce.
Customer Facing – Sales Managers,
Marketing Managers, Research Managers,
Clinical Managers, Quality Managers,
Medical Officers, Regulatory Managers
Copyright Post University 2022, All Rights Reserved
External labor
market
availability
The labor market is not readily
available. Competition with other
companies is fierce.
Machine Operators and Assemblers are
recruited locally but difficult to find.
Specialized engineering skills are difficult
to find locally and recruiting comes from
out of state or up to 35 miles outside the
facility.
High demand for high tech talent. Most of
the company facilities are located in urban
areas near universities. Supply of talent is
available but the company competes with
several large biopharma industries
throughout the US.
**## HRM307Unit3Assignment.pdf**
Copyright Post University 2022, All Rights Reserved
Due Date: 11:59 pm EST, Sunday of Unit 3
Points: 100
Overview:
To understand how to design a comprehensive compensation strategy, you will apply
your learning to the selected case study.
Instructions:
Select one company to use throughout the course (the company information document
is attached to the assignment). You will use this company case study to apply your
learnings from the class.
• Record your name, the date, and the company name you have chosen for your
case study on the title page of your paper.
Take time to read and review Chapters 1-4 to answer these questions.
Answer the following questions for the case study you have chosen. Read all aspects of
your case study carefully. Please make sure you address each question thoroughly and
clearly. Each question should be at least 2-3 paragraphs to illustrate your
understanding. Review the grading rubric before writing your paper.
1) Of the three generic business strategies that most organizations follow (cost-
cutter, customer-centric, prospector, innovator, or something else), which
strategy does your case study seem to fit and why? Review the following to help
you; the article in Unit 1 titled The linkages between business strategies, culture,
and compensation using Miles & Snow's and Hofstede culture framework in
conglomerate firms, Three Compensation Strategies (Exhibit 2.1), and Tailor the
Compensation System to the Strategy (Exhibit 2.3).
2) What compensation objectives can you conclude from your case study (review
Exhibits 1.5, 1.6, 2.1, and 2.3 to help you gather some ideas for your case
study)? List several unique compensation objectives for your case study and
explain why you have inferred your unique objectives.
3) Review Formulating a Total Compensation Strategy (Exhibit 2.6) and Contrasting
Maps of Microsoft and SAS (Exhibit 2.8). Map a total compensation strategy for
HRM307 – Compensation &
Benefits
Case Study 1
Copyright Post University 2022, All Rights Reserved
Competitiveness and Employee Contributions. Discuss your company's profile in
these two areas and explain why you have answered in this way.
4) In the case study you have selected, how might the company's values be
reflected in your compensation system design and why?
5) Review Hierarchical versus Egalitarian Structures (Exhibit 3.6) and Layered
versus Delayered Structures (Exhibit 3.7). What types of internal structures do
you believe would fit best for your case study and why?
Requirements:
• Submit a Word document in APA format (double spaced with references and
APA in text citations).
• Maximum 6 pages in length, excluding the Title and Reference pages.
• At least two resources.
Be sure to read the criteria below by which your work will be evaluated before
you write and again after you write.
Copyright Post University 2022, All Rights Reserved
Evaluation Rubric for Case Study 1
CRITERIA Deficient Needs
Improvement
Proficient Exemplary
0 – 17 points 18 – 23 points 24 – 29
points
30 points
Relevance Does not
understand
each question
nor its
relevance to
the learning
material
Generally,
understands
each question
and its relevance
to the learning
material
Mostly
understands
each
question and
its relevance
to the
learning
material
Completely
understands
each question
and its
relevance to
the learning
material
Complete and
Concise
Fails to answer
each question
thoroughly and
concisely
Somewhat
answers each
question
thoroughly and
concisely
Mostly
answers
each
question
thoroughly
and concisely
Thoroughly
answers each
question
completely and
concisely
Support Fails to provide
relevant
examples
and/or sources
supporting
each answer
Generally, it
provides relevant
examples and/or
sources
supporting each
answer
Mostly
provides
relevant
examples
and/or
sources
supporting
each answer
Completely
provides
relevant
examples
and/or sources
supporting
each answer
0 – 5 points 6 – 7 points 8 – 9 points 10 points
Clear and
Professional
Writing and
APA Format
Errors impede
professional
presentation;
guidelines not
followed.
Significant errors
that do not
impede
professional
presentation.
Few errors
that do not
impede
professional
presentation.
Writing and
format are
clear,
professional,
APA compliant,
and error-free.
– Overview:
– Instructions:
– Requirements:
– Evaluation Rubric for Case Study 1
**## HRM307CaseStudiesJune2021.pdf**
Copyright Post University 2022, All Rights Reserved
Select a hypothetical company (Workforce Solutions Services, Inc., Global Braking Components Corp., or Worldglobe Biotech Corp.) from one of
the columns below which interests you. You will use this case study to apply your learning in Unit 3, 5, and 7.
Company
Name
Vision
Workforce Solutions Services Inc.
(WSS)
Making HR Easier
Global Braking Components Corp.
(GBC)
Designing and Producing a World Class
Product
Worldglobe Biotech Corp.
(WBC)
Developing the Next Generation of Biotech
Solutions
Industry –
Product
Service – Staffing and Workforce
Solutions
Manufacturing – Automotive components Research – Biotech and Pharmaceuticals
# Employees 5,000 employees – US and Canada
Temporary and permanent staffing,
outsourcing, and innovative workforce
solutions (payroll, on site workforce
management, recruiting, temporary
solutions, outplacement).
200 employees – Global manufacturing – 5
locations
Braking component supplier to US
automotive manufacturers.
10,000 employees – Global
Biotechnology and pharmaceuticals.
Financial
Overview
Modestly Profitable
20% profit margins
Low Profitability
8% profit margins
Very Profitable
40% profit margins
HRM307 – Compensation &
Benefits
Case Studies
Copyright Post University 2022, All Rights Reserved
Strategic
Emphasis
Acquiring new customers.
Experimentation and searching for
opportunities are valued.
Acquire new resources.
Obtain new opportunities.
Differentiation.
Continuous Development.
Transformational changes to the
market.
Focus on growth – expand service
offerings.
Long term approach. Increase market
share.
Permanence and stability. Efficiency,
control and smooth operations are
important.
Improve Quality. Increase sales/reduce
cost. Reduce safety incidents. Increase
operational efficiency. Maintain key
customers and markets and increase sales
in current market space.
Short term approach – investor owned.
Sell the business.
Competitive actions and achievement.
Hitting stretch targets and winning in the
marketplace are dominant.
Increase market share. Develop new
customers. Deliver new products to the
market. Increase profitability. Obtain goals
Market Service differentiation Low product cost Product differentiation
Position Provide new solutions to the customer Product centered
Manage the customer
Customer centered
Objectives An organization that focuses on
selling product bundles/systems.
They deliver products and services as
a package
An organization that is focused on
producing and selling excellent products
(basic philosophy is customers will buy
product because it is the best in the
marketplace)
An organization that is aware of their
customers and knows to whom they are
selling and segments their customers and
tailors marketing campaigns by segment.
Looks for cross selling opportunities.
Competitors Many competitors Steady competition Few competitors
Criteria for
Success
The organization defines success on
the basis of having the most unique or
newest services. It is a service leader
and innovator. Goal is to outpace and
outperform the competition with new
opportunities, provide unique cutting-
edge workforce solutions
The organization defines success on the
basis of efficiency. Dependable delivery,
smooth scheduling and low-cost
production are critical.
The organization defines success on the
basis of winning in the
marketplace and outpacing the competition.
Competitive market leadership is key.
Organization
Culture
Commitment to innovation and
development. There is an emphasis
on being on the cutting edge.
Risk Taking, Performance, Long Term
Thinking, Unstructured Environment,
Flexible, Creative, Shared Decision
Making, Freedom to Act.
Formal rules and policies. Maintaining a
smooth-running organization is important.
Stability, Management Control, Structure,
Hierarchy, Centralized Decision Making,
Process Focused, Formal Planning and
Approvals, Internal
Consistency/Uniformity, Timeliness,
Organization
Emphasis on achievement and goal
accomplishment. Aggressiveness and
winning are common themes.
Customer Focus, Results Oriented,
Diversity, Innovation,
Learning/Development, Personal Growth,
High Performance, Collaboration.
Copyright Post University 2022, All Rights Reserved
Dominant
Characteristics
The organization is a very dynamic
entrepreneurial place.
People are willing to stick their necks
out and take risks.
The organization is a very controlled and
structured place.
Formal procedures generally govern what
people do.
The organization is very results oriented. A
major concern is with getting the job done.
People are very competitive and
achievement oriented.
Leadership The leadership in the organization is
generally considered to exemplify
entrepreneurship, innovating, or risk
taking.
The leadership in the organization is
generally considered to exemplify
coordinating, organizing, or smooth-
running efficiency.
The leadership in the organization is
generally considered to exemplify a no-
nonsense, aggressive, results-oriented
focus.
Management
of employees
The management style in the
organization is characterized by
individual risk-taking, innovation,
freedom, and uniqueness.
The management style in the organization
is characterized by security of
employment, conformity, predictability, and
stability in relationships.
The management style in the organization
is characterized by hard-driving
competitiveness, high demands, and
achievement.
Values Honesty, Diversity, High Performance,
Innovation, Risk Taking, Learning,
Balance, Flexibility
Integrity, Results, Continuous
Improvement, Problem Solving,
Accountability
Trust, Respect, High Performance,
Expertise, Creativity, Problem Solving,
Results
Workforce
Description
Employee specialization – Temporary
labor which includes clerical,
administrative, assemblers, machine
Employee specialization – Manufacturing
Engineers, Material Planners, Operations
Specialists, Machine Maintenance
Employee specialization – Biochemists,
Bio-pharmacologists, Research Scientists,
Engineers, Program Managers, Supply
operators, inspectors
Other key positions include
Information Technology Business
Analysts, Information Technology
Specialists, Cost Accountants, Safety
Specialists, Sales Managers, On site
Client Managers, Media,
Communications and Media
Specialists.
Diverse workforce with broad range in
age.
Customer Facing – Temporary Labor
assigned to client sites, such as
Assemblers, Administrative
Assistants, and Clerks, as well as
Sales Managers, Solution Managers,
and On-site client Managers
Technicians, Machine Operators,
Manufacturing Technicians, Assemblers,
Materials Handlers.
Other key positions include Information
Technology Manager, HR Manager, Plant
Manager, Finance Manager, Safety
Manager
Older diverse workforce with long service.
Customer Facing – Sales Manager,
Quality Manager, Engineering Manager,
Plant Manager
Chain Managers, Information Technology,
Clinical Affairs, Medical Officers,
Regulatory Specialists.
Diverse and global workforce.
Collaborative. Team focused. Recent
graduates with PhD, MS degrees. Younger
workforce.
Customer Facing – Sales Managers,
Marketing Managers, Research Managers,
Clinical Managers, Quality Managers,
Medical Officers, Regulatory Managers
Copyright Post University 2022, All Rights Reserved
External labor
market
availability
The labor market is not readily
available. Competition with other
companies is fierce.
Machine Operators and Assemblers are
recruited locally but difficult to find.
Specialized engineering skills are difficult
to find locally and recruiting comes from
out of state or up to 35 miles outside the
facility.
High demand for high tech talent. Most of
the company facilities are located in urban
areas near universities. Supply of talent is
available but the company competes with
several large biopharma industries
throughout the US.