Read Chapter 8 in the textbook.
Make sure to carefully review the “A New Sales Representative” case study at the end of chapter. (Martocchio, J. J. (2016). Strategic Compensation. A Human Resource Management Approach (9th Edition). Pearson Education (US).
Navigate to the Discussion page and respond to the following prompts adapted from the case study:
What are the sales objectives for the new sales representative?
What role will the compensation design play in motivating the new sales representative?
What kind of sales incentive plan do you recommend? Why?
Make sure you carefully reviewed the 3.1 Devotional: Practicing the Discipline of Servant Humility to help you respond to the following prompt in your initial posting: (will attach this reading below)
What challenges might a salesperson face when it comes to practicing the discipline of servant humility on the job?
What advice would you offer for overcoming such challenges?
Provide a detailed post that demonstrates clear, insightful critical thinking. Your initial posting should be 200–300 words long.
Your initial posting is to include, at a minimum, two resources properly cited and referenced:
The course textbook. —>Martocchio, J. J. (2016). Strategic Compensation: A Human Resource Management Approach (9th Edition). Pearson Education (US).
An academic journal article.
For questions on APA Style, review the APA Style Guide.
A bible verse and how it relates to the post
3.1 reading Martocchio (2017) states,
Pay structures assign different pay rates for jobs of unequal worth and provide the framework for recognizing differences in individual employee contributions. No two employees possess identical credentials, nor do they perform the same jobs equally well. Companies recognize these differences by paying individuals according to their credentials, knowledge, or job performance. When completed, pay structures should define the boundaries for recognizing employee contributions. Employee contributions in this context correspond to the pay bases that we addressed in previous chapters (i.e., seniority, merit, incentive pay, and person-based pay). Pay structures also have strategic value. Well-designed structures should promote the retention of valued employees (p. 171).
Many companies now prefer paying employees on a pay-for-performance basis. That is understandable in that the organizations want to pay for the time and talent provided by the employee, with recognition that not all employees contribute equally. Still, as Christians, how are we to balance the notion that in order to receive “earned” pay-for-performance compensation, we must seek to have all of our workplace contributions recognized with the biblical worldview of practicing the discipline of servant humility? In a case study in Workshop Three, you will address what on its surface appears to be a conflict of viewpoints.
