Ellard Williams, Incorporated, is a manufacturing firm founded in 1987 and based in the New England area of the United States. Almost 11,300 employees work for Ellard Williams, generating sales in excess of $200 million annually over the past 10 years while profits exceeded $15 million annually in seven of those years.

Scenario
Ellard Williams, Incorporated, is a manufacturing firm founded in 1987 and based in the New England area of the United States. Almost 11,300 employees work for Ellard Williams, generating sales in excess of $200 million annually over the past 10 years while profits exceeded $15 million annually in seven of those years.
Over the past three years, however, a series of organizational mistakes, blunders, and mismanagement has affected the profitability of Ellard Williams. A recently completed strategic analysis indicates growth will slow, profits will fall, employee turnover will remain at higher than appropriate levels, and employee compensation will lag further behind the industry average. Employee motivation, performance and productivity has been identified as a critical deficiency within the organization, resulting in production delays, high defect rates in production, and management/employee confrontations that have been encouraged by three of the four labor unions representing almost 80 percent of Ellard Williams employees.
The strategic analysis indicated there were serious concerns about the competency and effectiveness of the 67-member human resource department. Labor management relations are strained, compensation practices change frequently and are seen to favor upper management, harassment and discrimination complaints have doubled over the past four years, performance appraisals are not completed, and the organizational culture stymies innovation and ingenuity. Consequently, management has lost confidence in the ability of human resources to be a strategic resource within the organization.
You are the founder of a respected human resource consulting firm. You have been contacted by the Chief Executive Officer (CEO) of Ellard Williams, Inc. who is requesting that your firm consider aiding and guidance to Ellard Williams in the following areas:
Assignment:
Though the number of employees has remained the same, productivity and profitability have slipped over the past three years. Ellard Williams has requested human resources to address the apparent lack of motivation and enthusiasm in the workplace, as evidenced by higher sick leave usage by employees and higher turnover, but to date no strategies have been developed.
In a brief survey with employees, compensation was seen as a primary impediment to worker satisfaction. At present, Ellard Williams compensates its employees at about 10 percent below the market, and there is a perception that most of the profitability gains accrue to senior management.
Develop a well-written paper that addresses the following, as requested by Ellard Williams.
• Explain the main reasons that employees are motivated to perform in the workplace. In other words, what are the strategies or actions that motivate a typical organizational employee?
• Describe the role of compensation in the workplace, including its effect/impact on employee performance
• Create a compensation plan or model for Ellard Williams to adopt that will meet the needs of the employees, help attract talented employees, and not be cost prohibitive to adapt. Your compensation plan or model should reflect aspects of your motivation philosophy. Note: At present, Ellard Williams does not have the financial resources to compensate employees at market level; therefore, its compensation plan or model must reflect this limitation.

NOTE: Please keep sentences simple, not to complex. Thank you!!!

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