Assignment CIHRM-Zubair (KL102047)

7/29/2019 Assignment CIHRM-Zubair (KL102047)

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MASTER OF BUSINESS ADMINISTRATION

AWARDED BY NOTTINGHAM TRENT UNIVERSITY

ASSIGNMENT SUBMISSION FORM

Note: Students must attach this page to the front of the assignment before uploading to WECSERF.

For uploading instructions please see the help file online

Name of Student: Zubair Saleem

Student Registration Number: KL102047

Module Name: Contemporary Issues In Human Resources Management

Module Number: WEC-MBA-13-0506

Assignment Title: Evaluation and Analysis of Total Reward Policy Framework and its Components

Submission Due Date: 28 February, 2010

Students Electronic Signature: Zubair Saleem

Plagiarism is to be treated seriously. Students caught plagiarizing, can be expelled from the programme

Assignment Form

MBA Jan04


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Table of Contents

Executive Summary . 03

1.0 Introduction. 04

2.0 Organizational Background.. .. 07

2.1 Current Reward Strategy.. ..... 08

2.1 Total Reward Challenges Faced by Yunus Textile Mills 10

3.0 Literature Review 12

3.1 Reward Strategy.. 12

3.2 Key Components of Reward Policy in Real World Organization... 15

3.3 Total Reward Strategy Development Map.. 18

4.0 Recommendations... 20

5.0 Conclusion... 22

6.0 References... 23


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Executive Summary

Michael Porters logical taxonomy shown in 1980s that organizations have been facing

competitive, volatile and changing environment globally. One of the challenges today is to

manage, motivate, attract and retain employees to put their efforts for organization. Today most

of the organizations have felt and accepted that Human effort (Employee participation) is the key

factor behind the success of an organization. Most of the organizations have implemented a

number of strategies for skill development and motivation. The question rises that why an

employee will put his sincere efforts for the sake of organization success and not only for his

incentives?

Organization today believes in Specific, Measurable, Achievable, Realistic and Timely

(SMART) and that is only possible when organization employees are satisfied and motivated

towards the achievement of organization goals. This is found to be achievable by

accomplishment of different levels of need of employees at different levels from basic to social

and then extreme needs through SMART Total reward Strategy.

In this piece of work we introduced the Total Rewards and total Reward strategy with its

importance and uses followed by the background of our organization i.e. Yunus Textile Mills, its

current Total Rewards priorities and Current Total Reward Strategies. Also we discussed some

major challenges faced by Yunus Textile Mills which basically were found to be barriers in its

current unsuccessful Reward Strategy mainly Market conditions and Government regulations on

commercial assets.

This analysis was made on the basis of Total Rewards map and Strategy defined and described in

the next section of Literature Review. In this section we gave a literature review of Total Reward

Strategy and Total Reward Map and Framework which then leaded to my recommended seven

step model of developing the total reward strategy and discussed how it is essential to solve the

challenges faced by the organization. In the end we analyzed the myth of our whole assignment

and its results in the section of conclusion.


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1.0 Introduction

Maslow, Vroom, Hertzberg and many others have researched to find the answer of this question

and have came to conclusion that a human behavior follows his needs, mental capability and

organizations need to know that how they have to motivate its Employees to understand that

Employee performance and success is directly concerned with Organization performance and

success. Motivational research and theories/models explained many of the components which

directly effects employee performance, interest and organization success like motivating

employees through explicit and clear goals, objectives and strategies. Human capital and Human

Resources strategies include many components like processing of work, sharing of knowledge

and managing workplace environment etc, while one of the other key components the Total

Reward Strategy of the organization to attract, retain and manage performance of employees.

Total Reward Strategy and its framework are nowadays widely used to motivate employees,

attract new employees/customers and building brand image of the organization as a competitive

organization. Many organizations use a total reward approach when communicating the value

of reward package to staff. Total Reward includes not only cash payments, such as salary, bonus

and allowances, but also a range of other benefits, where these are enjoyed by the individual,

such as annual and privilege holidays, maternity/paternity leave, employer pension contribution,

childcare provision/vouchers, study leave, flexible working arrangements etc (Government

Procurement Services (2009)).

Total Rewards is defined as a strategy that has three main components: compensation, benefits

and the individuals work experience. Simply stated, it is a strategy that offers a balance of each

of these components and, if implemented correctly, can assist companies in their struggle for

finding and retaining top talent (Mary Mosqueda, 2008)

Corbridge and Pilbeam quotes Armstrong (1996) argument that Reward policy of an

organization flows from its Philosophy and Strategy. While they define Philosophy as the

broad values and beliefs that an organization holds about rewards and define strategy as


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(Indicating) the direction in which an organization wants to go in developing its reward

processes and structures.

All the inventions and innovations need a need and the needs of reward strategy or drivers

because of which Reward strategy was formulated and its desired results are shown in figure

below.

Source: http://www.cabinetoffice.gov.uk/total_rewards

If we have a look at the big picture of philosophy of Total Rewards in the business markets, it

has changed its whole myth with change in business thinking. Just like organizations followed

Personnel Management in old paradigm and Human Resources Management in new paradigm,

Total Reward values and beliefs are also being changed as given below for both eras.

Broad Values and Beliefs of Total Rewards

OLD PARADIGM NEW PARADIGM

1. Cost Control2. Job Centered3. Collective Orientation4. Clear Boundaries5. Clear Relativity6. Standardized/Transparent System

1. Innovation/Change2. Decision Centered3. Individual Orientation4. Flexible Boundaries5. Pay for Performance6. Fluid/Less Transparent System

Source: Self Made


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Here it is very important to follow the framework and strategy of Total Rewards with Strategic

Human Resources Management (SHRM) instead of Human Resources Management (HRM).

Where HRM is a narrow focused function of organization which mostly follows duration of less

than 1 year and SHRM has a broad strategic focus. E.g. HRM practice of Selection has SHRM

strategy focus on Talent Management or HRM practice of Remuneration has SHRM focus on

Total Rewards Strategy etc (Dr Joanne, Jan 2010)

The organizations facing reward challenges are enormous, with a significant growth in demand

for specialists able to deliver business-enhancing reward solutions. In this collaboration Michael

Armstrong and Duncan Brown demonstrated that formulation of a reward strategy isnt enough,

you have to make it happen. They profiled the potential benefits of strategic total rewards and

described the new realism that is emerging, as organizations pay more attention to their

employee motivation and communication in order to realize these benefits in real life practice.


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2.0 Organizational Background

Yunus Textile Mills Limited (YTM) is a vertically integrated textile mill is located in Karachi,

Pakistan. A company with annual production capacity of 100 Million meters of fabric is the

largest exporter of Home Textile products sector of Pakistan. In addition to manufacturing, YTM

also provides its customers design and distribution services with offices based in USA, France,

Spain, United Kingdom and Canada.

Company Vision Statement

Our vision is to be global retailers of fabrics, simultaneously publicizing our brands worldwide

and identifying our social responsibility by engaging in a number of welfare activities, for the

benefits of poor and needy people

Company Mission Statement

We are the Organization manufacturing, supplying and marketing our Bed and Bath fabric

products globally. Our team will always work for customer satisfaction, its needs and future

trends. We work for high performance and timely delivery with best services.

Yunus Textile Mills is a composite unit containing more than 4000 workers working in its

different departments, having more than 200 weaving machines, 5 bleaching machines under

bleaching department, 4 dyeing machines, 2 printing machines, 5 finishing machines and a wide

range of stitching machines. Its yarn is coming from this groups another spinning mill, they

manufacture fabric in Yunus weaving department, dyed, printed and finished in processing

department and after finishing stitched in stitching department or sometimes only finished fabric

is directly delivered to customers on their requirement.

HR matters and Reward strategies in most of the Textile companies along with this are so as

called company secrets and all about pays, benefits to different levels of workers, rewards,

expenditures, how much are their incentives, sales, benefits and losses from the production. But


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as I have been working in this organization for almost 3 years, so as a respondent I have known

some facts and will evaluate its reward strategy on the basis of best of my knowledge.

2.1 Current Reward Strategy

Here we will look at the Total Reward Strategy of Yunus Textile Mills with reference to four

main components of Total rewards i.e. Total Compensation, Benefits, Work life balance,

Training and personal growth opportunities. Also after viewing these four major components, we

will have a sight on challenges faced by the organization with regards to its Total Rewards

Strategy. While for the literature review of these components please refer to section 4 of

Literature Review.

Total Compensation

Total Compensation is basically based on two main components of Basic Pay and Incentives.

Some of the facts to understand the total compensation given by Yunus Textile are that the basic

pay of employees is though based on the level of knowledge and position provided but the

payments made to the employees are all so called total pay and there are no any mentioned

benefits. Therefore the total pay of employee is as termed as basic pay e.g. if one employee isbeing paid RM 1000 in the end of the month including all the salary benefits and incentives then

the basic pay of the employee will also be termed as RM 1000. From this it is also cleared that

there is no any incentive legally provided to the employees.

Though this is completely opposite to the labor laws of Pakistan but the reasons mentioned are to

have a clear figure while these figures always remain inside the organization and due to some

corrupt officers even employees are unable to take any action individually because there is no

union concept in this organization.


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Benefits

Again going to the literature review we have different components of benefits preferred to be the

80% of total rewards provided by the organization. In this most of the components are intangible

rewards except some indirect tangible like payments on paid leave.

Yunus Textile Mills provides a total annual leave of 14 days to its all employees which is less

than that fixed by labor laws of Pakistan. While monthly employees are allowed to take 2 days

leave so total is 14+24=38 days (this includes all medical, casual and holidays)

Work Life Balance

The third main component of Total Rewards is work life balance which provides an organization

with tremendous flexibility and only modest indirect costs to the organization and flexibility to

its employees to work effectively. Work life balance includes rewards like Flexible schedule, Job

sharing, Child care, and fitness center etc.

Yunus Textile as we have already mentioned provides only 14 days annual leave and this leave

includes all medical and emergency leave which is though less than the labor laws of Pakistan.While 2 days monthly is given as casual leave and all together is less than required. Also Yunus

textile Mills doesnt provide any other flexi time etc and no any child birth or emergency leave as

work life balance reward.

Career and Growth Opportunities

The final component of the total rewards focuses on training and development of the employees.

As organizations struggle to ensure that they have the right number of people with the right SKA

(Skills, Knowledge and Abilities) in their organization, they must continuously re-evaluate

career growth and Training and Development (T&D) programs for its employees.


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It is imperative that companies create opportunities for employees to learn and grow their SKA

in order to survive and compete in todays competitive environment and also to add value to the

organizations overall success. All career growth and development programs should be integrated

into the process of organizations performance evaluation to ensure appropriate alignment with

the organizations strategic and corporate goals.

Yunus Textile Mills have no any internal and external official training and development

programs offered to its employees except one particular department of Marketing which shows

monopoly in the organization but it works sometimes as de-motivating factor for other

department employees because only marketing department gets reward packages.

2.2 Total Reward Challenges Faced by Yunus Textile Mills

Organizations need to plan Total Rewards Strategy and Total Rewards Development map based

on the corporate strategy, business strategy and people strategy of the organization. Total

Rewards have a number of barriers or resisting factors that are discussed here as challenges for

an organization to plan a successful Total Rewards Strategy.

New as well the existence employees always keep in sight the market conditions and pay scale

outside the organization. Organizations need to make strategies to retain its employees by

providing equal or higher reward packages and to motivate them to maintain its productivity and

performance. Market research also proves that basic pay rates have barely reduced production

due to frozen salaries, some have shelved their incentive plans a few have done both so what

action is best in the current and future market. What will be necessary to keep your best people

engaged and to work in favor of organization ROI? Variable performance based pay is also

critical in a competitive economy.

Yunus Textile Mills have been following the market conditions and was providing higher salary

packages until 2005 but when the management was changed, new way of reducing production

was the old one. Reduction in increasing salaries and reduction of incentives to employees or in

some conditions even since 2005 they kicked the employees out to reduce the production cost. A


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very typical and old way of managing while I was working there at the same time and there was

no any liquid condition of company. Though they had to re-hire the same employees just after

two months and paid them almost 50% more than before as an average.

This downsizing was held in start of January and almost 300 employees were out of job without

any particular reason. But only to show government the worst condition in textile industry

because of increase in gas prices. Yunus Textile Mills lost its brand image as the only company

never fired any employee in its history of 11 years and now employees inside also were finding

jobs and from my department where we were 80 employees, almost 20 found job somewhere

else where they felt secure.

In most of the organizations financial incentives work more because they keep employees

focused on what is needed for company success. The mechanism of government legislation has

changed the course of long term incentives and executive market practices. This has lost the pace

of global downhill race because of New Tax legislation and option plans.

According to Pakistan Labor laws the employees have to pay taxation on his annual basic salary which is

dependant on earnings while the company who buys house or car or any other tangible assets for his

organization to reward his employees, they have to pay the taxation of 20% as a commercial assets.

This makes Yunus Textile Mills to think very carefully while rewarding any of the employees with

tangible assets. In Yunus Textile Mills even company dont show its actual number of employees and

almost more than half are on contract basis who legally are not registered as employees of Yunus Textile

Mills and they dont have any identification as employee of Yunus Textile Mills.

Therefore Yunus Textile Mills right now is facing these two main challenges while planning its reward

strategy and its development.


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3.0 Literature Review

All of the tools available to the employer that may be used to attract, motivate and retain

employees. Total rewards include everything the employee perceives to be of value resulting

from the employment relationship. (Worldatwork.com, 2006)

To understand the Total Reward concept and to support companys present and recommended

Total Reward Strategy discussion we will look at some literature Review on Reward Strategy,

Total Reward Development Map and the Framework of Total reward.

3.1 Reward Strategy

Innovation and change have been most focused areas of organization management and likewise

the Total Reward has also achieved many changes and advancements. The concept of tangible

rewards is no more alone component of Total Reward Strategy but intangible rewards have also

shown positive results in organization success.

Practitioners have experienced the power of leveraging multiple factors to attract, motivate and

retain talent; high-performing companies realize that their proprietary total rewards programsallow them to excel in new ways (WorldatWork,2007)

A HR consultancy named Mercer Principal David Conroy proves through a conversation with

a HR director who stated that there is strategically and practically negative reaction on less

rewards and salary rise, which he states as lack of strategic and long term policies of

organization.

Need of Strategic Approach

The reward strategy is a motivational strategy for an organization but this strategy has to follow

the organization goals and corporate strategy. While sometimes even because of liquidity

conditions of organization, tangible rewards and remuneration can have delay. In this type of


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situation the same motivational strategy can work as de-motivating factor for employees and can

have a great impact on employees.

Mostly in these conditions organizations need to have an alternative reward strategy to reduce

the risk of de-motivating factors. Such as in this condition organization can focus on intangible

rewards like mind building, career building or pay for performance strategies etc.

Strategic Lack

An analysis shown that 23% of the organizations had reward strategy in 2007, while not even

half of those organizations used to measure the efficiency and most of them even were not able

to show that how their reward strategy is going to achieve their objectives and how it is related to

their corporate strategy. This analysis shows not only the strategic planning is important for the

organization but with a nice plan you must also have a nice strategy to execute and follow up that

plan strategically. The total Reward Strategy must follow the people strategy and business

strategy while if we look at the main objectives of all these, they will include as compared in

below figure.

Source: Self Made

TotalRewardStrategy

How will you set &communicate performanceobjectives?

How will you assess, thenrecognise & reward thecontribution of your employees?

How will you organise yourworkforce?

How will you reward theemployees?

How will you provide for

their development needs?" What will be your rewardPriorities?

PeopleStrategy

What people capabilitieswill you require?

What performancemeasures will explain theircontribution?

What will your highperformance culture looklike?

Who are your key people -how will you retain them?

How will you develop &reward future leaders?

B

usinessStrategy

What do you want yofuture organisation to lolike?

What are your criticbusiness drivers?

What are the risks faciyour business?

How will you retain agrow customer loyalty?

How will you achieshareholder expectations

What measures will tellyou are successful?


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Clear Objectives

A Reward Strategy must be made on very clear objectives in order to avoid any un-strategic and

de-motivating factor. This is because of time constrain which leads us to the change in conditions

of organization due to other internal and external factors. An Organization is an entity and is

never based on one factor and one strategic area. In liquid state of company in future, if HR has

to reduce or stop practicing Reward strategy, this will be a de-motivating factor. Therefore the

objectives of Reward strategy must be very clear which must follow the corporate strategy of the

organization.

Employee Satisfaction

The basic and most important purpose of Reward strategy is to satisfy the employees, to make

them feel secure and safe from all financial and cultural aspects. Therefore a Reward strategy

must mainly focus on its impact on the employees that is Reward strategy is satisfying

employees or not.


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3.2 Key Components of Reward Policy in Real World Organization

From Maslow to Jack Welch most of the business theorist and practitioners have focused on the

employee satisfaction and accomplishment of his needs as required by his basic, social and

cultural level of needs. Once the needs are satisfied, employee behavior towards organization is

practically seemed to be performing and growing in workplace. Reward policy and strategy is

also a key component of those motivational and satisfying components to make an employee feel

that organization thinks about me and I am part of this organization. The key components of a

reward policy itself are as given in figure which directly influence employee performance and

behavior

Sourcehttp://www.cabinetoffice.gov.uk/workforcematters/pay_and_rewards/total_rewards/mode

l.aspx

With the increasing number of baby boomers who are retiring in next five to seven years and

birth rate of sixteen to twenty-four year old, the upcoming workforce crisis and challenging

times will demand the organizations to actively take steps to ensure that they have the right talent

in place at right direction.

Organizations need to increase productivity and profitability, and leverage human capital to

maintain its competitive advantage. To meet these challenges, regardless of industry and its size,

organizations must adopt clear and compelling strategies and implementing a well thought-out

total reward/compensation plan to attract, retain and motivate its present and upcoming staff.


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Many have presented different models to identify and define Total reward components as much

easily they could and we will review here the total reward strategy integrated with key

components introduced by Hay group. These key components are mainly divided into two main

sections and are described as below.

Basically Total Reward strategy includes all financial as well non-financial rewards and direct or

indirect rewards based on persuasive future, positive workplace, individual growth and total

remuneration. Hay group model gives us a realistic methodology to set the total rewards and to

understand the total reward components more easily. Hay group gives it in four steps for

organizations to set their total rewards. First of all they must set their total cash then total direct

compensation followed by total remuneration and in the end set the total rewards based on

satisfaction of needs of its employees which flows from basic to social and then extreme.

Extrinsic Rewards

According to Hay group, 2007 Extrinsic Rewards are all those rewards to which we can assign a

monetary value. Here we will be defining the key components of Total rewards presented by Hay

group with reference to their basic definition and end result as given below.

Extrinsic Rewards are mainly based on the Total Cash, Total Direct compensation and TotalRemuneration given by organizations to its staff.

Total Cash

This model illustrates total cash comprising of two main rewards of Basic cash and Short term

variables offered by organization to its employees. Where base cash includes basic salary or

hourly wages of the employees and short term variables include annual incentives, bonuses and

team awards. For example many of the organizations practice Pay for performance method and

based on that they offer extra money or reward on increase in production and quality until a set

limit.


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Total Direct Compensation

Hay Group defines total direct compensation by organization as long term rewards like Stock

equity and performance shares. This is different from short term variables in the sense that short

term variables are changed as per conditions of the organization while long term rewards are

basic part of organizations corporate strategy.

Total Remuneration

Here Total Remuneration includes passive benefits and active benefits, where passive benefits

include retirement, health, welfare and holiday rewards and active benefits include tangible

benefits like car, house, discounts, memberships etc.

Intrinsic Rewards

After accomplishment of basic and social needs of employees, Hay group moves to employee

motivation, and gives total reward components which defines as elements which contribute t

internal value or motivation.

Total Rewards

According to Hay group Total Rewards include all the engagement factors and benefits offered

by the organization like quality of work, work life balance, inspiration/values, enabling

environment and career/growth opportunities which are highly motivational factors to lead an

employee towards sincere effort for organization.


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3.3 Total Reward Strategy Development Map

Source: http://www.haygroup.com/nl/services/index.aspx?ID=10331

Hay group total Reward basically follows different steps and some of which are reversible.

According to this model first of all organization should understand what total rewards an

organization can offer to its employees based on the business strategy, people strategy and total

reward strategy of the organization on one hand. While on other hand organization need to look

at the needs of the organization itself and needs of its employees and their best way of

accomplishment and in the last but not least the results of implementing this total reward model

in the organization. If the results are positive and towards the development of the organization

then organization will look for innovation while if not, the total reward components will be

reviewed on the basis of all above components again and modify the strategy.

While Hay group defines the business strategy, people strategy and total rewards strategy as the

engagement strategies for the employees and producing alignment in accomplishment of


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company needs. Employee needs and their accomplishment is based on the end results of this

reward model which if is not positive, their must be change in the strategy to motivate employees

and also the Return on investment is directly concerned to the end results as a calculating factor

for the success of this total reward model.

Hay group could be design Total Reward programs programs that can help you in these ways:

It helps to align the value of the total reward programs with individual performance and business

performance and work culture also. This model provides a competitive and differential total

reward packageand one reflective of the internal and external value of work. This model ensures

that the external competitveness of the total reward program thats why the level and mix of

remuneration is positioned against the right comparator group at the right levels. It also helps to

develop reward programs that most effectively meet the motivational and retention needs of

employees.

Hay Model ensures that employee have buy in and understanding new programs which in turn

will increase employee commitment as well as also ensures line managers fully understand the

programs and can lead in implementing them.

Hay Group works closely with key decision makers across your business including financial

professionals to understand your business strategy business model key performance indicaters.

Employee demographics and work culture, it will help us to examine your current remuneration

program, and gauge the extent that aligns with the business strategy the HR strategy and the

reward strategy. we will understand the economics and business priorities of your organization,

we will conduct employee surveys to understand which reward program features deliver the most

value to them. We will look at the messages that your reward program is giving around each

elements and determine the extent that they align with reward strategy.


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4.0 Recommendations

The holistic approach of developing a Total Reward Strategy can have a very significant impact

on human capital decision which leads to enhanced and improved business outcomes. Here are

seven steps model to develop a successful Total Rewards Strategy for Yunus Textile Mills taking

into consideration the human capital importance in the business context and corporate strategy.

1. Analysis of Issues/Challenges/Weaknesses

In the first step Yunus Textile Mills must analyze the conditions and factors effecting its Total

Rewards Strategy internally (Organization goals, Performance criteria, Work force caliber,

Behaviors, Attitudes and needs etc) and externally (Economic, geographies, political, and market

position).

2. Setting Total Rewards Strategies

Yunus Textile Mills can develop guide principles for its total reward program which will guide

the organization to develop its future reward program decisions and reward priorities. Guiding

principles must include Cost effectiveness, Reward priorities, Competitiveness, flexibility,

uniformity and performance limits.

3. Setting Total Reward Priorities

Where we are and where we want to go is a very important question in business and like wise

desired state of Total Rewards is a guiding principle for organization to focus on its current and

future conditions. We can also name it as Change Agenda which means what impact, cost, risk

and feasibilities of specific rewards should be.


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4. Overview of Implementation

After Total Reward priorities are set, Yunus Textile Mill can create and implementation plan

along with the time constrain of individual plan, main communication activities and corporate

considerations. To complete these major tasks, implementation plan must also include estimated

budget.

5. Individual Plan Design

The individual plan is a mostly practiced exercise in most of the organizations while these

individual plans must be aligned with the Total reward Strategy. With these individual plans

organizations can have its reward goals creatively and proactively to support its corporate and

broad objectives.

6. Implementation

During this stage organization need to integrate, communicate and manage that how, what, why

and who will deliver the Total reward Strategies.

7. Evaluation and Control

During this step, after implementation of Total Reward Strategy organization needs to focus the

main objectives of Reward Strategy and conduct the overall results. As a part of ongoing

monitoring process, organization can use core scoreboard approach to measure key workforce

performance and reward metrics on a regular basis.

The final outcome of whole this process will be a cohesive and comprehensive reward strategy

that is both value-oriented and cost-effective and aligned with the organizations business

strategy and will be able to enhance the performance of employees.


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5.0 Conclusion

From our analysis we have seen that Yunus Textile Mills is still following Personnel

management techniques which only focused on business strategies and doesnt have any part for

people strategy while through a number of researches and experiments it has been proved that

those organizations which doesnt follow HR techniques can never be competitive for long time.

Yunus Textile Mills is also facing same problem and since 2004 due to global crises and increase

in petrol and gas prices and due to increase of 20% inflation rate of Pakistan, Yunus Textile mills

have only one way to sustain and compete in global market. That is to retain and compete

through SKA (Skills, Knowledge and Abilities) of its staff. After 2005 company has lost its

brand image in its employees and staff is also not satisfied and due to this the % of wastage and

carelessness of materials and work has increased while employee turnover is also not controlled

until now.

This future focused performance management framework is very essential for many core Human

Resources programs and not only for employee recognition and financial rewards. Once the right

strategic measures are defined for Yunus Textile Mills, Organization can clearly explain what it

expects from employees and how much employee can participate and put his efforts for

organization success.


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References

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4. Chris Bewster, 2009, Contemporary issues in Human Resource Management, 3rdEddition.

5. Duncan Brown, (2001), Reward Strategies: From intent to impact, 1st edition, short Runpress.

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11.Neal S, (1998), Phenomenon of Total Rewards, ACA, Journal, 7 (3) pp 18-23.

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23.Online, Retrieved on 3rdth February 2010, fromhttp://www.cabinetoffice.gov.uk/workforcematters/pay_and_rewards/total_rewards/mode

l.aspx

24.Online, Retrieved on 25th February 2010, fromhttp://www.haygroup.com/nl/services/index.aspx?ID=10331

Assignment CIHRM-Zubair (KL102047)

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Transcript of Assignment CIHRM-Zubair (KL102047)