1. You are a reward adviser for a large retail company based in the UK that has had to close several stores across the country due to a decline in footfall and lower than expected returns. In a recent board meeting, about two thirds of the board of directors have shown a desire to become a Voluntary Living Wage (VLW) Employer, while the rest are unsure due to the cost implications so would prefer to remain with the current legal minimum of the National Living Wage (NLW).
You have been asked to provide arguments on both sides of the debate from the perspective of both the employee and the employer, that will guide the Board in their decision. You need to outline the likely increase in costs and risks associated with moving from the NLW to VLW as well as the corresponding benefits from both the point of view of the employees and employer.
You must include reward and motivation theoretical underpinnings to make analytical points for both sides of your argument which develops a clear argument.
2. Critically discuss whether job evaluation has more value for both employers and employees than market salary surveys.
3. You are managing reward at a large, diversified organisation with three major business units namely, pharmaceuticals, medical devices and consumer products. The senior management would like to move away from the traditional narrow grade pay structure and annual performance-based pay progression to a more ‘agile’ performance management system.
Suggest any ONE type of pay structure and any one corresponding pay progression system that is likely to be most appropriate for this company. Support your answer with justification using reward and motivation theory. Please make reasonable assumptions in your answer.
4. You have been asked to design a staff bonus scheme for the staff at a retail chain, that will sit alongside non-financial incentives including a ‘best employee of the month’ staff recognition scheme which involves payment of £50.00 retail vouchers to spend within the store.
Critically discuss the different aspects that you would need to consider when designing a bonus scheme including incentivising staff of all levels of experience and ability both on the shop floor and in other areas of the business using reward and motivation theory to evaluate the potential issues involved.
5. Several organisations are following the principles of the ‘Project Fair’ approach which has been mainly developed by global not for profit organisations to ensure that the expatriate reward packages of developing countries are set in line with local pay levels rather than being determined by the country from which they have been posted. Discuss the arguments for and against this localised pay approach both within the not-for-profit sector as well as more widely within commercial organisations from the perspective of both the employee and employer using reward and motivation theory.
6. There is an increasing argument for the executives of FTSE 100 companies to be paid reward packages which reflects not only their contribution towards the ethical values of the organisation but also alignment to staff reward. Discuss the arguments for and against this approach using reward and motivation theory to provide an overall view on this topic.