Designing a Rewards System Essay Example for Free

Designing a Rewards System Essay When designing a rewards system within an organization there are several factors. First, look at the organization and focus on what matters most for that particular organization. Then focus in on the employees and what needs they have in particular. After breaking down the focus, you can move forward into creating a rewards system that not only fits but also everyone benefits from. † Reward management is concerned with the strategies, policies and processes required to ensure that the value of people and the contribution they make to achieving organizational, departmental and team goals is recognized and rewarded. It is about the design, implementation and maintenance of reward systems (interrelated reward processes, practices and procedures) that aim to satisfy the needs of both the organization and its stakeholders and to operate fairly, equitably and consistently. † (Armstrong, 2010) Look at the organization. What does the organization promote or goals it is working toward? Next, make sure the needs of the organization are being met. â€Å"Currently, many organisations are implementing or planning to implement, reward and/or recognition programmes believing that these will help bring about the desired cultural change. In some organisations, large amounts of money are being invested in these types of activities and some managers are required specifically to set aside a certain amount from their budgets for this purpose. † (Milne, 2007) If they are not met focus on creating a rewards system to include meeting the goals that at the moment are not being satisfied. Now to look at the employees and what they need. What will motivate them to perform better work? What is the age range within the organization so we can focus on what will better serve that population? After looking into the age check their work progress and see where there needs to be more and focus on setting up goals to get that area where it needs to be. â€Å"Recognizing employees for a job well done isn’t superfluous or magnanimous. It’s necessary. † (Zemke, 1988) â€Å"There was a study done with four groups that answered a questionnaire with twenty-five factors as to what would motivate them to work hard on their job. From the four groups only nine of the twenty-five factors were selected. The nine factors that were selected by these four groups are: 1. Respect for me as a person . Good Pay 3. Chance to turn out quality work 4. Chance for promotion 5. Opportunity to do interesting work 6. Feeling my job is important 7. Being told by my boss when I do a good job 8. Opportunity for self-development and improvement 9. Large amount of freedom on the job† (Kettner, 2002) All nine of these focus on how to build up the confidence of the employee and all owing them to know how well they are doing. Treating the employee like a person and not a machine is very important because it gives the employee a feeling of self and knowing it’s ok to be who you are as a person. This makes them comfortable to be there on the job. Providing good [ay is also very important because it shows the employee that you care and are rewarding them for their hard work while on the job. It also will make the employee want to stay with the organization because they do not need to go elsewhere. Giving the employee a chance to do the best quality work for the organization will give them a sense of pride in their job. If the employee knows that, there is a chance for them to be promoted through the organization they will work hard to be considered for promotion. Being able to do interesting work will keep the employee coming back because they are able to do different things which makes the job more interesting because they are not consistently performing the exact same job daily which will also make them feel that their job is important. Everyone loves being told good job! So as a boss, make sure you are informing your employees how well they are doing. Offer to the employee ways they can grow as people whether it is education or exercise. Giving them the opportunity for more development or just some improvement, they will be appreciative. Giving the employees freedom makes them more independent and lets them know that the organization trusts them to perform their job the way it is supposed to be done without someone standing over them constantly. After gathering this information, we can move forward with creating our own rewards system. First, we would create a chart showing the work and the progress being made. Then with that chart, incentives can be created for the employees to get to top of the list by making the most progress. In addition, incentives will be created for those that make the lowest amount of mistakes while performing their job function. This gives the employees some freedom to work hard on getting their performance up. Incentives will be in place for attendance also. Competitive pay will be based off performance and attendance. The better your performance is the better bonus and pay raise you will get. Your attendance will also affect your bonuses and pay raises. Keep your attendance up and consistent and you will be able to gain better pay bonuses. With bettering attendance and performance there will be opportunities for growth within the organization. The starting pay will be marginally based on experience and education. It will be fair and equitable to every employee. After setting up the chart with performance and attendance based incentives we can focus on creating a fair and free workplace for the employees. Set up the management center so they are accessible to the employees for guidance. The management system will also be in place for overviewing the employees from a distance without taking away from the employees ability to work as an individual. The management system will also be able to delegate tasks out to the employees that are performing at a faster or more effective rate. This will also allow the employees to be treated as individuals and not as a singular group. Next we would set up a system for growth and development that would include furthering your education and health needs. We work to offer help and assistance to other now we need to help and assist our employees. For education we will offer education breaks where you will be reimbursed for half of the amount spent on your college courses and supplies. This will allow the employee to re-enter school without fear of inability to pay. The stipulation will be that we will only reimburse as long as the course taken he employee completes and passes the course. The employee will be required to submit the final grade for the class and the receipt for the payment of the course and the supplies needed for the course. Next there will be a gym facility placed within the workplace that is available for the employees use before and after work and also during lunch or breaks. With offering the employee open use of a gym without having to pay will give them the help of not spending a lot of money on a gym membership that they may not be able to use regularly. It will also give them flexibility to use the gym whenever they want to without fear of it closing before they can get there to workout. With this rewards system in place every aspect of the employee and organizational needs are being met. The organization is running efficiently and effectively with each employee working hard to reach the incentive goals. The employees are working in an environment where they are comfortable and know they have every option available to them with movement and growth within the organization.

My Experience with Computers :: Personal Narrative Writing

My Experience with Computers I remember walking single file to the computer Lab. It was a room that was completely new to my whole fifth grade class. What did it look like inside? Did we all really get to play on these machines? I had never even typed on a computer before. This was fifth grade and my computer experience was, well, let's just say lacking. Learning to use these computers was a great experience for me. I was pretty scared but I learned how to play a lot of games and the teachers were very kind and helpful. Computers were a thing of the future, and more and more kids needed to learn how to use them. This was the case at our school. They thought it was time to conquer our fear, they were no longer valued as precious treasures that were only available to those over the age of eighteen. I had seen computers before but had never learned how to use them because I was never allowed, my mother always looked at me as an accident waiting to happen when it came to expensive things. Now that I am in college, I must say that I have gained some knowledge in this area, though I wouldn't consider myself an expert. I use my computer now for typing papers to turn in for school, using America Online to talk to friends, and downloading music to burn CD's. In sixth grade I moved from a poor public elementary school to a wealthy middle school. This meant I went from sharing fifteen computers with the whole school of five different grades, to having my very own computer in each individual class, teachers in the classes learned my name and my strengths and weaknesses when it came to these machines. I was terrible at typing but was awesome at just about any game you could put in front of me. I believe this also helped me gain experience. Having more access to these computers and I didn't have to bother waiting in line anymore, I wanted to participate because I had more of an opportunity to do so. I began to play around with games like "The Oregon Trail" and programs like "Microsoft Word" which helped me learn the proper technique to typing. I got my first computer from a friend of my mom's.

Heathrow: Terminal 5

Terminal 5 Heathrow London London Heathrow Terminal 5 Project Scope The plans for this project began as far back as 1982, where there was an on-going debate as to whether the aviation industry in the United Kingdom should expand through Heathrow Airport or Stansted Airport. The objective of the operation was to add a fifth passenger terminal to Heathrow to handle the tourism coming into London, also with the intentions of increasing the capacity of Heathrow Airport from 65 million people per year to 97 million people per year. Plans for the building of Terminal 5 began in 1988.The project was given a budget of under ? 4. 5 billion. The main stakeholders in this operation were Willy Walsh (CEO of British Airways at the time), and Tony Douglas (CEO of BAA at the time). Terminal Five was going to be made using the latest technology in order to make the airport experience much easier for the public, and also to keep up with the leading airports in the world. The public were originally ve ry strongly opposing the plans, with local people and local councils claiming it would cause more noise pollution, air pollution and traffic congestion in their area.The first design milestone for this project came in the late 1980's when architect Richard Rogers of ‘Richard Rogers Partnership Architecture Firm' was appointed with the task of designing the structure. British Airports Authority (BAA) officially announced a proposal to expand through building Terminal 5 at Heathrow in May of 1992. Terminal 5 had to fulfil a number of needs as an airport terminal, such as retail facilities, rail terminal, multi-storey car park, production lines etc. Project PlanThe development of Terminal 5 was an extremely time-consuming journey which started in the late 1980's when Richard Rogers Partnership was appointed with the task of designing the terminal. Planning applications were submitted in 1993, and a public enquiry was held from 1995 to 1999 to examine the every need of this new te rminal, and every aspect of the design of the structure that was about to be introduced. Eight years after the initial planning application, the transport minister had made the decision to grant planning permission on behalf of the British government.It was the longest public enquiry in UK history with legal costs reaching 80m pounds and contained over 700 building conditions. At the time Terminal 5 was the largest construction project in Europe and cost a staggering 4. 2bn. Phase one of the project included many systems of systems; it contains two main terminal satellites, car parks with over 4,000 spaces, major tunnelling and excavations, underground bagging system, road rail extensions, air traffic control tower, a hotel containing 600 bedrooms, 60 aircraft stands, as well as transit systems.The British Airports Authority felt they had to upgrade their airport to keep in competition with other main hub airports. Construction of the project went underway in the Summer of 2002 and was originally a five year plan. Five key stages were identified in the construction of Heathrow Terminal 5: * Site Preparation & Enabling Works * Ground Works * Major Structures * Fit Out Site Preparation and Enabling Works A major archaeology excavation took place on the Terminal 5 site, where there were over 80,000 artefacts found during the excavation.Also operations such as levelling the site, laying foundations, extensive tunnelling to cater for the large underground baggage and railway system that was to be put in place for the airport. Groundworks March 2005 also saw the completion of developed road infrastructure (internal airside roads). A new spur road off the M25 was also completed and opened in April 2008 in order to improve access to the terminal. Underground railroad tunnel connections between Heathrow express and Terminal 5 were finally completed in September 2004 after four and half months of tunnelling.Terminal 5 has six platforms, two of which are used for London Underground Piccadilly extension, two for the Heathrow express and the remaining two for additional extensions. The railway service was completed in March 2008. Major Structures Two satellite terminals were built to cater for 30 million extra passengers per year. Phase 1 of building these structures would account for 27 million passengers then a further 3 million on completion of Phase 2. Phase 2 was the further construction of a second satellite terminal neighbouring to the original Terminal 5 structure and was completed in June 2005.March 2005 was a pivotal point in the construction of Terminal 5; the air traffic control tower was fully erected and stood 87 meters tall, which makes it one of the largest in Europe. Fit Out Key elements of the fit out comprise of specific electronic systems. These electronic systems involve new check-in technology. It uses a face recognition system on arrival to reduce waiting time for boarding passengers. The service also includes the Rapid Transit System, which is a personal people mover carriage which links people from the car park to the main Terminal 5 building.It was completed in April 2011 and then opened to the public in September 2011. The baggage handling system is the largest of its kind in Europe and it has two main integrated systems; fast track and main baggage sorter. The systems were designed to handle more than 70,000 bags per day. Working Breakdown Structure Risks Capital Issues Many factors had to be taken into account upon undertaking the Heathrow Terminal 5 build. This at the time was Europe’s largest construction project in its history and was also the British Airport Authority (BAA) largest and most expensive project undertaken.This project would tie up much of BAA’s working capital (4. 3 Billion). Taking up all off this was a huge risk for BAA as any major cost overruns would severely break the budget and would lead to huge exposure to BAA as a company itself rendering them out of money an d needing extra finance. To overcome this BAA set out a new no blame culture Construction Risks The construction site of the Terminal posed huge risks to the project as it was determined the site would be built on an area of wetlands west of the original airport.The site was previously occupied by a sewage works and these wetlands had two main rivers running through them which would need to be relocated in order for any construction to go ahead. The two rivers – The Longford River and The Duke of Northumberland River. BAA came up with a twin Rivers Diversion Scheme to re route these rivers operating under strict time constraints established from the inquiry. The scheme achieved a Civil Engineering Environmental Quality (CEEQUAL) award for maintaining high environmental standards and quality during design and construction.Constraint Issues Being the largest free standing building ever to be built in Europe coupled with the fact that Heathrow had to be fully operational through out the construction project special cranes had to be custom built in order to erect the building while not interfering with air space and possibly causing havoc amongst the airport. Many constraints were also put on the builders, workers and architects of the project from the lengthy inquiry – one of the main issues being that only one access road would be allowed to service the site.This forced BAA to create and off site set up area where the pre fabrication was done for the project and then brought on site when needed. Costs We as a group believe that this project was extremely good value for money although it came in over budget by over â‚ ¬200. T2 received 3 accolades for its structure and design and scored exceptional high in areas of efficiency, cost, aesthetics and innovation. It has won these awards for its smooth operation’s during construction.Terminal 2 was over budget because it was seen as an investment for decades to come rather than a quick solution for an outdated airport. Terminal 2 was a key infrastructural venture, tourism decimated since the onset of the recession and that has had a significant impact on footfall at Dublin Airport. With its new technologies it lays the path for future prosperity and growth within the Irish tourism sector. We believe that the planning of the budget was the problem here and not enough consideration was taken into account about unforeseen circumstances – leading to the budget being hugely unrealistic.The Enabling works along with site logistics & phasing was originally budgeted at â‚ ¬5,925,000 but final cost turned out to be â‚ ¬9,135,000. The works & logistics involved diversion of utility services and the unplanned extensive reconstruction of Corbalis House a post medieval house dating back to the pre 1700’s. REFERENCE Upon reaching our judgement that T2 was a construction success we referred back to and compared Heathrow’s T5. DAA managed to build and Internatio nal Terminal with a final cost of â‚ ¬609 whereas it took BAA â‚ ¬4. Billion to service only double the amount of yearly passengers as Dublins T2. Below are some other stark comparisons where we believe T2 was a massive success as they managed to spend 7 x times less than BAA’s T5. ————————————————- | ————————————————- BAA T5| ————————————————- DAA T2| ————————————————- FINAL COST| ————————————————- â‚ ¬5. 3 BILLION| ————————————————- â‚ ¬609 MILLION| ———————————————— PASSENGERS PER ANNUM| ————————————————- 30 MILLION| ————————————————- 15 MILLION| ————————————————- SQ METRES| ————————————————- 350,000| ————————————————- 75 ,000| ————————————————- CONSTRUCTION LENGTH| ————————————————- 6 YEARS| ————————————————- 3 YEARS| ———————————————— NO. RETAIL OUTLETS| ————————————————- 112| ————————————————- 40| Terminal 2 Terminal 2 as a project in our group’s opinion was value for money, even though it came in at 200 million over budget it has r eceived 3 accolades for its structure and design and scored exceptional high in areas of efficiency, cost, aesthetics and innovation. It has won these awards for its smooth operation’s during construction. Terminal 2 was over budget because . t was seen as an investment for decades to come rather than a quick solution for an outdated airport. Terminal 2 was a key infrastructural venture, tourism decimated since the onset of the recession and that has had a significant impact on footfall at Dublin Airport. , with its new technologies it lays the path for future prosperity and growth within the Irish tourism sector. Bibliography * http://centrim. mis. brighton. ac. uk/research/projects/t5 * http://www. economist. com/node/4300209 * http://www. hacan. org. uk/resources/briefings/hacan. briefing. heathrow_terminal_5. pdf

Current Situation of Airline Industry - 1122 Words

Current Situation of Airline Industry Since the airline industry was deregulated in the late 1970s, they shall hold the line on the number of planes they fly. The result is that the people by plane shall be more and more, and the fares shall become expensive. Because air transport is faster than other transportation methods, the people increasingly prefer to fly. The air transportation shall be an important transportation method in the future, and the people engaged in air transportation shall have a brilliant future. The plane is not only in transportation, but also it can be used in military. The profits of airline are very substantial. Airline tried to maintain this situation for more profits. But they failed, because appeared many†¦show more content†¦After analysis, you can find that the competitors are not only the players, and other transportation can also impact on airlines. The strongest competitive force is the airline which can determine the profitability of an industry and of are of greatest importance in strategy formulation. Like other industries, you need to compete in all of the aspects, such as product quality, service and so on. As you know, air transport has a certain risk, so you must make your customers feel safe. The fare is expensive compared to other transportation, so you service must be the best. Distribution channels shall improve the profitability. Set up distribution outlets throughout the country. Facilitate the customers around the country, and increase profits for themselves. Government policy shall limit the development of airline, such as air pollution, water pollution, saving energy and so on. The airline must meet these requirements, and otherwise the government shall limit their development. Formulate strategy for coping with competition. 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