Human resource management; developing a reward and compensation system for Qatar Airways
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This week you will be continuing work on your Final Project for this module. The purpose of the Final Project is to apply the concepts and techniques of the module to the analysis of real-world situations or problems. Students are expected to use diverse sources of information and to carry out an original analysis rather than summarise or rehash existing work. Students are encouraged to use situations and data from their own experience where possible.
For this project, you will research a well-known multinational company or a multinational organisation that you know well and propose an appropriate reward and pay strategy that you believe would best motivate employees to meet the overall organisational strategy and objectives.
Your task for Week 7 is to hand in the outline of your Project Report and begin revisions as soon as you receive feedback from your Instructor. The completed report is due to be handed in next week. It should include:
1. An assessment of the organisation in terms of its organisational strategy, objectives, mission and values.
2. An analysis of the environment in which the organisation operates with regards to industry, business life cycle, etc.
3. An evaluation of the organisation’s current reward and pay strategies: for meeting its overall organisational strategy and for maintaining competitive advantage in the face of new challenges and changing conditions.
4. A reasoned and evidence-based conclusion about the level of success achieved by the organisation in motivating employees to reach organisational objectives and propose a reward and pay strategy that may better serve this purpose.
Naturally, a reference list of sources will be appended to the final analysis.
Your analysis and discussion should have a theoretical foundation based in library research and should demonstrate an awareness of the effect of cultural values upon successfully managing a diverse workforce.
SAMPLE ANSWER
Abstract
To develop a reward and compensation system for Qatar Airways that has a work force of about 31,000 employees and where more than slightly a half of the employees work directly for the airline requires a HRM policy that has a great contradiction between the different category of workers. The theory part of the design must be matched against the reality of achievement as most reward and compensation systems are mostly developed and are quickly followed by employee disillusionment as the systems fail to deliver the expected results.
Introduction
Qatar Airways has been in existence since the year 1993 and it has offices in one hundred forty countries where its destinations are located all over the world. It means that Qatar Airways has a multi-cultural work force whose diversity can be exploited for the benefit of the company. To motivate employees effectively then different categories should have strategic pay system that rewards hard work and motivates workers to continue working for the company by capturing the specific needs of each class or category of employees. For example, the compensation systems for pilots should be different with other employees whose contributions to the company are much higher and more critical than other categories. However, a research on the best reward and compensation system that the company needs to apply should be conducted and the views analyzed in order to develop a comprehensive reward system that is acceptable to all employees.
The company can utilize the use of a questionnaire that would suggest several motivational reward and compensation systems that are also provided with other rival airlines like Air Emirates and Etihad Airlines.
Qualitative data collection method should be applied in order to get the full information from the employees (Tashakkori and Teddlie, 2003). I have opted to use the naturalistic enquiry paradigm that mostly utilizes qualitative data collection methods (Beiske, 2007). The deductive theories also emphasize on wealth and richness of the source of information in deducing the hypothesis from the theories involved.
Rewards and Employee Satisfaction
Employee satisfaction is critical to the general employee retention strategies. Employees derive satisfaction from what is expected and what is actually received. Employees compare personal input, education, job skills, output, efforts, performance and other mix of general intrinsic and also extrinsic reward or compensation that they receive. The questionnaire should categorize different aspect of reward systems that would make it possible for all the employees to select or recommend their preferred reward system (Guest, 2011).
Employees also compare the rewards systems that are available in other companies in similar industries. Most employees also compare their input in terms of working hours and the compensation offered in rival companies. The proposed reward systems should be standard and realistic in order to avoid damaging the employees’ self-esteem.
Data Evaluation Methods
The information gathered should be evaluated using the data processing soft-wares available in the market like the SSPS or QRS data processing software (Onwuegbuzie & Teddlie, 2003). Several popular selections should be selected but also the unique employee reward system preferred by certain employees should be considered and where it is possible to provide such rewards then the company should not hesitate to make them available to the employees. Qatar Airlines has a workforce that is culturally diverse and the employees’ beliefs are also different. Qualitative data collection techniques provide finer details on employee needs that the researcher should also pay attention to. All the employees should be eligible to participate in the research exercise (Hair, Wolfinbarger, Money, Samouel & Page, 2015). This approach offers enabling grounds for every employee to participate in growth of the organization from an informed perspective. It is understood that such perspectives usually make huge differences in organizations.
Rewards are actually intended to motivate specific behaviors in employees. Rewards and compensation strategies must be seen and perceived to be timely and tied strictly to effective employee performance. Several conditions are necessary for overall employee motivation.
All employees must certainly believe that effective individual or team performance would lead to specific rewards. For instance, achieving particular results would lead to a given bonus. When such beliefs are cultivated from past experiences, it becomes highly possible for employees to improve their performance.
It is crucial to note that; it would be fatal, in business terms, to give false promises when it comes to performance rewards. For instance, if management promised to offer rewards for a certain performance, and then fail to do so even after the targeted performance has been achieved, it subjects employees to mistrust. Such sentiments affect performance great deals.
The employees must also feel and believe that the rewards that the company is offering is attractive and competitive compared to the rest of the companies in the market. It should be noted that different employees have divergent views on reward system and motivation. Some employees would prefer promotion as they seek power while others would prefer other fringe benefits as qualification for pension, assured job security, opportunities for career growth or paid holidays (Guest, 2011). Based on this view then, it would be viable not to generalize dispensation of rewards to employees. It would be more reasonable to consider individual preferences before offering a given reward.
However, this does not mean leaving employees to dictate what reward is to be given to them. Rather, it is about weighing the available chances and opportunities and giving the best to an employee in consideration of their wishes and different personalities.
The employees must also be made to believe that individual effort would lead to achievement of the company’s standard performance. When this happens, it gives employees more motivation to achieve the targeted performance. Cultivation of such beliefs in employee is crucial because it shifts attention to the organization rather than individual.
Equity and Participation
The effectiveness of a reward system largely depends on its perception of fairness to all the employees. The system and design of the reward system must reflect equality to all the employees without any bias of favoritism to any group of employees (Choudhury & Friedman, 2015). As such, there ought to be no discrimination in terms of gender, age or marital status. As long as one has achieved targeted performance, reward should be constant.
Acknowledging Accomplishment
The reward and compensation systems concentrate largely on rewarding employees financially. However, non-financial awards can also be effective in motivating employees especially if it supplements the financial rewards. Awards generally satisfy the needs for employee recognition in a company. It would therefore be important to consider offering a combination of the two rewards. Such moves work well where there have been efforts of ascertaining what the specific employee would wish to get and therefore; go by the best.
Conclusion
Qatar Airways should set up a reward and compensation system that is unique to the demands of its own employees while also comparing the existing compensation systems that are available in the market as compared to its rival companies. The best rewards systems are developed as per the recommendation of the employees and as approved by the employers. It would also be important to consider offering diverse forms of rewards, both financial and non-financial awards due to the diversity Qatar Airways employees.
References
Beiske, B, (2007) Research Methods: Uses and Limitations of questionnaires, interviews and case studies, GRIN Verlag
Choudhury, S. & Friedman, M. (2015). A study of employee satisfaction with HMO services at a historically black university. In Proceedings of the 1996 Multicultural Marketing Conference (pp. 81-84). Springer International Publishing.
Hair Jr, J. F., Wolfinbarger, M., Money, A. H., Samouel, P., & Page, M. J. (2015). Essentials of business research methods. Routledge.
Guest, D.E. (2011) Human Resource Management and Performance: Still Searching for Some Answers, Human Resource Management journal, Vol 21, No 1, 2011, pgs 3-13.
Mills, G. E. (2011). Action research – A guide for the teacher researcher. Boston, MA:
>>>>Pearson Education, Inc.
Onwuegbuzie, A.J. & Teddlie, C. (2003). A framework for analyzing data in mixed methods research. In A. Tashakkori & C. Teddlie (Eds.), Handbook of mixed methods in social and behavioral research (pp. 351-383). Thousand Oaks, CA: Sage. Retrieved August 11, 2015 from http://www.southalabama.edu/coe/bset/johnson/lectures/lec14.htm
Tashakkori and Teddlie (2003) Handbook of Mixed Research Methods in Social and behavior Research Retrieved August 11, 2015 from http://www.southalabama.edu/coe/bset/johnson/lectures/lec2.pdf
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