Case study of pay decisions at performance sports

Equity and Executive Pay How does the executive compensation issue relate to equity theory? Who do you think should be the comparative others in these equity judgments?

Case study of pay decisions at performance sports

Why do people work?

Pay Decisions at Performance Sports (Page ) Read the above case study. Using the material you have acquired from the chapters, answer the questions at the end of the case study . Sports such as hockey, basketball, and baseball are pay-for performance sports, in that the players are paid what their skills are worth to the team. The less common a desired talent is, the more money an athlete will make because of it. Lack of formal processes, uninformed decisions drive unfair pay: study Effective use of technology and implementing formal systems within organizations will help resolve unfair base pay, incentives, promotions and overall remuneration techniques among employers in APAC region.

But is the country asking the right questions when it comes to understanding what drives people's employment-related decisions? Research on unemployment mostly focuses on getting wages right.

Case study of pay decisions at performance sports

But there are also many non-monetary reasons that motivate South Africans' work-related decisions. My researchconducted over the period of a year in KwaZulu-Natal province, sought to understand these decisions. My work included interviews and observations with 77 South Africans who were either unemployed, self-employed or earning low wagesas well as owners and managers of 25 businesses.

I found that while pay and profit are not irrelevant in employees' decisions about work, overemphasising monetary factors hid important motivators. Relationships were often a more significant factor than wages for decisions to accept, keep, or quit jobs. This brings to South Africa questions being asked by researchers in the US, who have found that workers cared less about pay.

Often labour legislation is focused on wages, and the means of negotiating wages is often so bureaucratic and impersonal that it breaks down relationships. These findings lead to a new way of thinking about employment that moves beyond minimum wage adjustments, job creation incentives, and skills training for would-be workers.

Importance of relationships Of 77 people I interviewed about work, 39 mentioned quitting a job they disliked. Often people did not offer reasons for leaving jobs; of those who did give reasons, the most common involved relationships. Fifteen people cited poor treatment by an employer, including five mentions of racism and one of sexual assault.

Eight mentioned coworker problems, including backstabbing, false accusations, and jealousy. Only three people included too little pay as a reason for leaving. In every case when pay was mentioned, people talked about pay in the context of human valuation: These factors included their employer's demeanour, workers' inclusion in decision-making and leadership, perceived social distance between employees and employers, and the overall level of trust between employees and employers.

Relationships among coworkers also affected whether employees stayed in jobs. Conflicts often arose because people were promoted to higher positions than others who were seen as having culturally higher status because of age, gender or experience.

For instance, middle-level black managers — especially when young or female — were especially likely to worry about coworker relationships as they navigated a middle place between gaining favour with higher often white managers and not "acting above" other employees.

Such jealousy and disdain often prompted various forms of mistreatment that could cause people to quit. Relationships at home were another significant reason affecting employment.

The work opportunities available to low-skilled workers often prevented them from spending time with children, partners and parents. This often caused conflict that could lead them to quit.

Relationships at home were often further strained because, as the breadwinner, low wages had to be spread too thinly among dependants. Aside from changing their relationship with relatives, several interviewees spoke of the predicament of needing to earn money while knowing they would keep little of their wages.

One interviewee went as far as switching to a lower-paying job because the timing of paydays allowed her to better manage family members' financial requests. Ideal work situation People often focused on the word "respect" inhlonipho in isiZulu when describing ideal work relationships — even in low-wage jobs.

Respectful relationships were demonstrated through: In some cases, they created jobs specifically for relatives of employees, signalling trust. This is not to say that pay doesn't matter. In listing their reasons for starting jobsemployees nearly always cited pay-related reasons, but the reasons were often tied to shifts in relationships — like the loss of a breadwinning relative.

But once in a job, when relationships went badly, money was not enough to keep people in jobs. In a country with a long history of painful employment experiences systematically delineated along racialised lines, black people have long been treated as holding a lower value, not only as workers but as humans.

This study has shown how dehumanising treatment defies a relational morality that is central to many black people's work-related decisions. This is a signal to policymakers that measures to improve relationships must be considered — and often these are too little or no cost.

These include; flattening institutional hierarchies, building gratitude into workplace routines, improving policies for handling workplace disputes, and otherwise improving trust and communication between managers and employees.The first two objectives have been addressed using case study research.

The third objective has been addressed using survey research. 3. Findings When looking at the effects of performance targets on Research executive summaries series The impact of performance targets on behaviour.

Pay Decisions at Performance Sports (Page ) Read the above case study. Using the material you have acquired from the chapters, answer the questions at the end of the case study .

Charles Lee: Case Study

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Examples of Court Decisions Supporting Coverage of LGBT-Related Discrimination Under Title VII the court remanded the case for trial because there was sufficient circumstantial evidence to create a triable issue of fact as to whether gender bias was a motivating factor.

The employer asserted that the plaintiff was fired for sleeping on the. This document is provided to assist managers/supervisors and non-supervisory employees in understanding the components of the USDA Performance Management Process.

implement decisions. Is usually open-minded to new ideas and approaches in implementing the team's goals. Appeals of Academic Decisions. A student has the right to appeal decisions regarding his/her academic performance or academic requirements.

All appeals of academic decisions, including request for review of instructors’ grades, must be initiated not later than 30 calendar days after the decision was made.

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