EMPLOYEE MOTIVATION AND REMUNERATION

Employee motivation and remuneration in the retail business

Research company

Abstract

The aim of this report is to highlight some characteristics of balancing dimensions for an intelligent remuneration system in the knowledge economy; in other words, what to look for when remunerating sustainable growth of capabilities for future earnings potential (i.e. intellectual capital). The report also aims to present a supplement to the thinking regarding compensation systems. This paper presents some aspects of an intelligent remuneration system for growth of intellectual capital by unleashing a larger potential of the human capital dimensions. In order to enhance mind value-added by talents, enterprises need to offer their people a more sustainable remuneration on their invested personal human capital, consisting of both tangible and intangible remunerations.

Table of Content

CHAPTER 14

INTRODUCTION4

Purpose of the Study4

Problem Statement4

Background of the Problem4

Aims and Objectives of the Study5

Rationale6

Significance of the Study6

Motivation, influences, and perceived effect of ICT adoption7

CHAPTER TWO10

LITERATURE REVIEW10

ICT growth in Nike Selfridge and Primark10

ICT adoption process13

CHAPTER THREE29

METHODOLOGY29

Research Method29

Literature Selection Criteria29

Search Technique30

Keywords Used30

Theoretical Framework30

CHAPTER FOUR31

DISCUSSION AND ANALYSIS31

Companies that Apply the Human Relations33

CHAPTER FIVE45

CONCLUSION45

REFERENCES54

Chapter 1

Introduction

Purpose of the Study

The purpose of this report is to highlight some characteristics of balancing dimensions for an intelligent remuneration system in the knowledge economy; in other words, what to look for when remunerating sustainable growth of capabilities for future earnings potential (i.e. intellectual capital). The report also aims to present a supplement to the thinking regarding compensation systems.

Problem Statement

This paper presents some aspects of an intelligent remuneration system for growth of intellectual capital by unleashing a larger potential of the human capital dimensions. In order to enhance mind value-added by talents, enterprises need to offer their people a more sustainable remuneration on their invested personal human capital, consisting of both tangible and intangible remunerations.

Background of the Problem

The value of this paper is the perspective of intelligent remunerations based on connected thinking around intellectual capital, psychology and knowledge management. It will add a broadening perspective to the current thinking regarding compensation models in knowledge-intensive firms. An intelligent remuneration system is a system that nourishes collective organizational learning and continuous renewal.

Aims and Objectives of the Study

Looks at performance appraisal, remuneration and training, and the role these human resources (HR) practices have within the hotel accommodation industry in Western Australia. Owing to high turnover of staff in the hospitality and other services industries, Nike, Selfridge and Primark are often reluctant to invest in training on casual and part-time employees. They are also reluctant to investigate alternative remuneration and reward strategies, despite the assistance that is provided by the Western British Commissioner for Workplace agreements on this matter. Research has shown, however, that by providing an adequate HR support system, a commitment can be built towards an organization, therefore resulting in better workplace relations for both employees and the organisation. By means of a survey it was found that improved HR practices can lead to an improvement in staff relations, an improvement in quality, commitment and productivity on the part of the employee, and can also work towards ...