Consulting Civil Construction Organizations

Question: Discuss about the Consulting Civil Construction Organizations. Answer: Introduction: CERA is one of the consulting civil construction organizations that has completed more than 500 projects and has 45 efficient and high skilled employees. However, the HR department of the CERA is highly effective to manage their experienced and skilled staff but somewhat the senior level staff thinks that their present HR function is not so much effective because they thinks that there are some problems in the strategy to decide the incentive and bonus for the employees. The senior level management thinks that their websites are stating about their guarding excellence but some of the senior level employee does not actually think that the performance and reward of their organization is linked with each other. It has been observed that the organization has some extraordinary talents but the senior level employee actually treat them like a school students. Senior managers treat their sub-ordinates regarding how they should get their job done to achieve the high level of intended outcome . However, this strategy do not extracts the fullest level of performance from the employees, along with that, they also provides based on the seniority. There is not any advantage that the younger level employees can get if they show more effective performance than the senior level employees (Coz, 2015). Therefore, there is high level of possibility that employees can be de-motivated to achieve those objectives that the organization set in front of them at the starting of the year. Moreover, providing excessive amount of money to the senior level that does not consider the performance level may lead to less amount of productivity. Therefore, by adding both the result it can be said that the overall performance level of the company can be reduced in the near future (Shields et al. 2015). Proposed solution: In the present days, the most of the issues that are faced by any business organization is related to the employee motivation. Employee motivation works amazingly to create highest level of performance for any company. However, the present HR strategy of CERA is effective but after sometimes they may face difficulties regarding employee performance and creation of effective level of performance for the employees. Therefore, in order to motivate the employees in highest extent, it is highly important to follow the performance per pay strategy (Subramony, 2013). Along with that, it is also recommended to them to provide a fixed level salary to all of the employee and after that they provide a bonus scheme based on the performance level of CERAs employee so that they can boost the employee performances. As stated by Boyd Salamin (2011), performance per pay motivates employee to provide higher level of effort, along with that, it also increases the capability among the employees. By imp lementing the performance per pay, CERA can achieve different types of advantages such as cost can be controlled due to not paying unnecessary wages to the employees. Along with that, performance per pay also effectively aligns the employees with the interests of any company and can help CERA to retain and attract skilled and experienced talents (Rowe, 2013). Moreover, it can provide a stake to the employees for the success of the company. However, there is one weakness of this strategy that performance per pay requires the regular maintenance, failure of which may generate ineffective results. Effectiveness of solution: Therefore, CERA must provide a fixed salary to employees and this fixed salary must be increased with the increasing level of experiences in their organization. After providing this salary they must develop an effective bonus scheme which must be provided to the employees irrespective of the experience level in the company and it must be provided to the employees based upon their performance (O'Donnell, 2012). However, it is highly recommended to the CERA to define the performance level at the initial level and then align their employee to achieve the performance level. In this case, they must provide some more bonuses to the senior level employees because they are associated with the higher level of responsibilities. Therefore, it can be said the total compensation strategy of the employees of CERA must be divided into two categories that is extrinsic and intrinsic rewards. Their direct reward scheme must include the basic and fixed wages of employees that should include the perform ance per pay as well as the adjustments regarding the cost for living. On the other hand, the indirect reward of the employees in CERA must include different protection programs such as the leave, prerequisites and services of the employees and absence that caused by the illness. Thus, including this programmes, CERA can be able to fix its reward schemes for encouraging and improving employee performance. Reference list: Boyd, B. K., Salamin, A. (2011). Strategic reward systems: A contingency model of pay system design.Strategic Management Journal,22(8), 777-792. Coz, A. (2015).The importance of employee participation in determining pay system effectiveness.International Journal of Management Reviews,2(4), 357-375. O'Donnell, M. (2012). Creating a performance culture? Performance?based pay in the Australian public service.Australian journal of public administration,57(3), 28-40. Rowe, J. W. (2013). Pay-for-performance and accountability: related themes in improving health care.Annals of internal medicine,145(9), 695-699. Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., ...Plimmer, G. (2015).Managing Employee Performance Reward: Concepts, Practices, Strategies. Cambridge University Press. Subramony, M. (2013).A meta?analytic investigation of the relationship between HRM bundles and firm performance.Human resource management,48(5), 745-768.