(Jesica) Student want plagiarism report Workbook Activity 2 REWARD Describe the reward strategy and policies that you would see in the UK private and the public sectors. How do they differ? 450 word...

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(Jesica) Student want plagiarism report












Workbook Activity 2 REWARD



Describe the reward strategy and policies that you would see in the UK private and the public sectors. How do they differ? 450 word



Workbook Activity 4: PSYCHOLOGICAL CONTRACT



Read the mini case study below and identify which aspects are likely to have breached the trainees’ psychological contract. Use the contents of the lectures to inform your answers. References are required 400 words.


Some years ago, a multi-site retailer decided to ‘grow their own’ managers by setting up their own graduate training scheme. They recruited a cohort of keen people who were to have two years of training before being given the job of department manager. Most of these trainees were graduates, though some had been working for the company on the shop floor before applying. Some of the successful applicants had applied for several similar training schemes and were therefore aware of the training that other employers were offering their graduate trainees. As is usual with graduate trainees they had placements in a number of stores as part of their training as well as some training days which took place centrally. They also had an induction which lasted two days prior to going out to their first placement.


Stores traded from 8am and 8pm but, unlike shop floor staff who worked for a set number of hours, the trainees had no set starting and finishing time. As there were only a few managers on duty at any one time in an average store the trainees were expected to do the openings and closings in addition to working on the shop floor. The time that should have been set aside for study was often denied to them as they were required to help out on the shop floor. After two years not one single trainee was left – they had all moved to other jobs mostly outside the company.



Workbook Activity 5: EMPLOYEE ENGAGEMENT



Look at the Gallup Q12 measures of employee engagement. Change the words “work” to “university” then answer the questions for yourself to get an idea about your engagement levels with the university. Write a report on this explaining how engaged you are and what both you can do and state what you or (without naming names) your Lecturers/Tutors can do to improve your engagement. 1000 word


1. I know what is expected of me at work.


2. I have the materials and equipment I need to do my job right.


3. At work, I have the opportunity to do what I do best every day.


4. In the last seven days I have received recognition or praise for doing good work.


5. My supervisor, or someone at work, seems to care for me as a person.


6. There is someone at work who encourages my development.


7. At work my opinions seem to count.


8. The mission or purpose of my company makes me feel important.


9. My associates or fellow employees are committed to doing quality work.


10. I have a best friend at work.


11. In the last 6 months someone at work has talked to me about my progress.


12. This last year I have had opportunity at work to learn and grow.



Just to emphasise the importance of both in-text citations and bibliographic referencing in your answers.

Answered 6 days AfterMar 16, 2021

Answer To: (Jesica) Student want plagiarism report Workbook Activity 2 REWARD Describe the reward strategy and...

Shubham answered on Mar 23 2021
146 Votes
WORKBOOK ACTIVITY
Table of Contents
Workbook Activity 2: REWARD    3
Reward Strategy and Policies in UK Public Sector    3
Reward Strategy and Policies in UK Private Sector    3
Difference between them    3
Workbook Activity 4: PSYCHOLOGICAL CONTRACT    4
Transactional Contracts    4
Relational Contracts    4
Aspects Breached    5
Workbook Activity 5: EMPLOYEE ENGAGEMENT    5
1.    5
2.    5
3.    5
4.    6
5.    6
6.    6
7.    6
8.    7
9.    7
10.    7
11.    7
12.    7
Refere
nces    8
Workbook Activity 2: REWARD
Reward Strategy and Policies in UK Public Sector
Last few years witnessed dramatic change in reward strategy and policy in UK. Caroline Nugent, president of Public service People’s Manager association feels that before Brexit there was changes in pay were expected and after that it started reshaping as future policy. The pay scales were challenged and competitive salary was introduced as grade pays. As mentioned by Jones et al. (2019), the reward strategies of the public sectors in the UK are more concentrated towards allowing the people covered under them to grow, both personally as well as professionally. Hence, their key motive behind rewarding them is to develop them as per the need of the sector. They also included rewards in the form of collaboration, digital expertise and cultural change. They start attracting individuals with right skills so that working of public sector can be transformed. Public sector organisations started creating talent progression voluntarily (Coccia and Igor, 2018). They started working closely with welfare and healthcare departments so that employees can be benefitted at large.
Reward Strategy and Policies in UK Private Sector
In private sector in UK, merit pay is a concept, which is used widely. Besides this several other compensation techniques are in circulation. In private sector, reward strategy is designed based on factors such as performance and contribution in the organisation, employee engagement level, trainings and voluntary services for organisation. However, as argued by Brunetto et al. (2018), it is to be noted that all these aspects are majorly focused towards earning profits for the organisation. The employers and human resource manager are mainly intended to motivate the employees to meet the immediate need of the organisation, which is why they opt for rewarding their employees. This sector is more specific towards the value of money and it believes in exploiting more of its employees before really rewarding them. Private sector also witness low skilled workers, which is again a challenge in designing good reward strategy. The levels of inequality mean gender discrimination also results in non-efficient gender pay. This also creates decline in basic average pay (Alford and Greve, 2017).
Difference between them
The reward strategy of public sector differs from private sector because here government takes care of its employees with a view of being them as citizens. They need to improve their operation by introducing better reward programmes so that employees work efficiently. With government the face of nation have additional burden of welfare and healthcare post pandemic. They need to provide good salary structure and satisfy basic needs. They need to enhance their skills by addressing their learning needs also. On the other hand, as argued by Lam, Mahdjoubi and Mason (2017), in public sector, skilled employees are difficult to be found. Thus, this reward strategy motivates them to increase productivity and work efficiently. These rewards are designed in such a manner that it maximises output level. It also motivates them to enhance their skills so that more time can be devoted to learning.
Workbook Activity 4: PSYCHOLOGICAL CONTRACT
Psychological contract is a contract, which is a set of instructions not written but understood as a part of expectations between employer and employee relationship. This relationship can be between managers, colleagues and individual employees. These contracts do not have any kind of physical existence. They are informal, invisible, unspoken and assumed.
This concept was developed by Denise Rousseau, an organisational scholar. According to him psychological contracts are mutual belief, which include informal arrangements common perceptions between two parties (Rousseau, Hansen and Tomprou, 2018). He identifies two types of contracts namely transactional contracts and relational contracts.
Transactional...
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