Abstracts

Human resources and labor relations

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Develop new career management strategies

Article Abstract:

Specific strategies can be useful in examining existing company job development programs and in developing and establishing new ones. The primary issues in career guidance include strategic redirection, organizational direction, and workforce values and characteristics. The needs generated by these issues include providing multiple career paths for professionals, enhancing training and development programs for non-exempt workers, and strengthening core career development programs. The common defects in many career development programs include an inappropriate number of levels, indistinguishable characteristics between levels, and false parallelism between functions. The key steps in implementing successful career development systems include identifying the strategic capabilities for success, selecting criteria for describing career tracks, and developing staff distribution templates for managing tracks.

Methods, Vocational guidance, Career development, Employee promotions

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Pay for performance: the pros and cons

Article Abstract:

The arguments against basing employee compensation on job performance include: cash incentives make tasks less inherently attractive; distinctions between the performance levels of many employees are hard to make; employees usually think pay-for-performance schemes are unfair; employees prefer tenure-based increases in pay; managers often sabotage pay-for-performance programs by giving all subordinates about the same increase, regardless of performance; and most pay-for-performance programs reward individual effort but undermine teamwork. The arguments in favor of pay-for-performance include: money is an effective motivator; superior employees resent universal pay increases; pay-for-performance programs enhance the credibility of the performance appraisal process, eliminating subjectivity and unpleasant surprises associated with the review process.

Analysis, Compensation management, Incentives (Business)

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Westec guards its competitive edge

Article Abstract:

Westec Security Inc. aims to serve its customers by providing them with peace of mind through the delivery of high-quality services, by creating an environment that allows people to be the best that they can be, and by becoming a dynamic industry leader for the benefit of its shareholders. To achieve this three-point mission, the full-service security company has been pursuing 12 core values. These are commitment, empowerment, integrity, innovation, passion, quality, teamwork, flexibility, humility, dignity of the individual, porous organization and sense of humor. The company developed a teammate opinion survey as a means for assessing if these core values and being practiced by Westec managers and employees. The process used by the company to create this tool is described.

Investigation, Guard, and Armored Car Services, Security systems services, Security Services, Beliefs, opinions and attitudes, Security services industry, Workers, Employee attitudes, Westec Security Group Inc.

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