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Total Reward Package for HR Role

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16 views7 pages

Total Reward Package for HR Role

Uploaded by

mahamunir68888
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd

HUMAN RESOURCE MANAGEMENT BU7002

Compensating Human Resources

Name: Masooma Sajid


Student ID: 201802394
Tutor: Ms. Khawla Zowayed
BU: 7002 Class: 004
Assessment 2: Individual Work
INTRODUCTION: -
The purpose of this report is to design-and-compile a total-reward-package (TRP) for the
Community Mart’s HR administrative-assistant role. The contents of this report will clarify why
and how the TRP submitted would be suitable for the Community Mart role referred to above.

Overview of Community Mart: -


Community Mart is a local grocery store which was founded in 2016 by our company. It began
as a micro grocery store with 4 employees to supply our residents with grocery items. Four
years into 2020, our business has now grown into a small company of up to 20 employees by
the standards of Bahrain's SME and upgraded to a larger shop to provide the people of the
region with more choice of food. The company's goal is to connect the city with its people and
provide them with a friendly atmosphere to shop with fair prices and high-quality goods at
ease.

HR Administrator position: -
Many supervisory/clerical duties are included in the role of HR administrator within Community
Mart, some of which are heavily related to computer use. These tasks include Organize and
retain records of staff, Internal Databases Upgrade, Prepare HR documents such as contracts
for jobs and new hire guides, Evaluate corporate practices, Liaise and maintain legal compliance
with external partners, such as insurance vendors, Build periodic HR metrics reports and
presentations, answer questions from workers about HR-related problems, Assist the payroll
department by supplying sufficient employee data, Arrange travel accommodations and forms
for process costs, Participate in initiatives for HR.

Total Reward Model in the Company’s Context: -


Total Reward Strategy: -
The total-reward-model (TRM) is based on learning from the hierarchy-of-needs theory of
Maslow and the two-factor theory of Herzberg and is a variation of incentives for recruiting,
inspiring and keeping workers. In order to incorporate a certain norm of work behavior, the
TRM strategy of Community Mart consists of five key components: compensation, rewards,
work-life performance-and-recognition, and finally, development-and-career-opportunities
within Community Mart.

The Exchange Relationship: -


The exchange-relationship between the employers and the workers at Community Mart is the
give-and-take that takes place. The-business gives a TRP that is esteemed by the-worker as a
trade-off for the representative's time-and-exertion spent at work, just as compensating them
satisfactorily depending their nature of work-execution and adherence to their employment
assignments. The function of a HR administrator is not one that can be given to unpracticed
people, in this manner almost certainly, the-worker will be somebody who needs to be
monetarily steady with a retirement-plan and who is in their thirties or more established, and
along these lines they would undoubtedly search out, be pulled in by and discover an incentive
in a TRP that will give better remuneration, advantages and work-life balance. Accordingly, the-
TRP in this report will be planned and suggested based on what the representative qualities.

Context of Total Rewards: -


The five elements of Community Mart's TRM are part of the context: business strategy, corporate
culture, human resource (HR) strategy, external factors and workforce position. Community Mart utilizes
a differentiation business-system and a market/faction-oriented culture, implying that remuneration,
advantages and work-life will be taken into higher-thought than the remaining TRM-segments.
Community Mart's TRM-bundle depends on their HR-procedure, which thusly is likewise vigorously
dependent on their 'separation' business-system and Community Mart framed their business-technique
as per their hierarchical destinations, that is to say, offering elite customers luxury trips, which is a rare
form of SME among Bahraini travel agencies. Outer impacts depend on TRM-bundles of other travel-
services, and the area of the labor force alludes to the Community Mart-workers who drive from far-
away regions or telecommute, and so forth these five-components, when assembled, give the essential
setting to Community Mart's TRM-bundle for the situation of HR administrator.

Total Reward Package for HR Administrator: -


It should be noticed that all articles referenced in the future are extracted from Law No. 36 of
2012 Promulgating the Labor Law for the Private Sector inside Bahrain and should be
considered piece of the defense process.

Compensation: -
Recommendation: -
Compensation within Community Mart is the amount of money paid to the employee in
exchange for the time, expertise and effort spent on their services at work. Depending on the
experience and qualifications of the hired-individual, the HR administrator within Community
Mart will receive a fixed pay of 600 to 800 BHD per month, and a variable pay consisting of a
project completion bonus given when the work-performance has exceeded the required
standard quota.
The fixed-pay incorporates (1) the base-pay: a financial-compensation for the execution of the
predetermined occupation undertakings it is paid at an hourly rate (as per article 38) and
doesn't differ except if after a downgrade/advancement; and (2) the premium pay: paid when
the-representative works extra-hours or deals with public-occasions or ends of the week (in-
adherence to article 54). The variable-pay sum is resolved dependent on how much the-worker
has surpassed the norm/set portion and it is paid in three to half year spans, contingent upon
the time-distributed for fulfillment of-the-venture; for-example: surpassing the standard by
production extra travel administration contracts with-clients or making extra coordinated
efforts with extravagant retreats inside 1-month rather than 3-months (for example finish
before-cutoff time).

Justification: -
The proposed compensation scheme, both financial and non-financial (pay and benefits) are well-
combined because financial compensation offers financial flexibility and when functioning as a
motivation for day-to-day activities and initiatives, while financial/non-financial compensation provides
peace of mind and reassurance/security of future plans for the employee in terms of benefits. With
respect to the lack of incentives dependent on teams (i.e., pay and benefits). the part of HR
administrator is an administrative one that directs subordinates' errands, while finishing ventures and
settling contracts with customers, separately; it is subsequently more sensible to remunerate this
position independently instead of giving a team-based reward.

Work-Life: -
The corporate culture, strategies, and services within Community Mart help to create a simpler and
more versatile work-and-home atmosphere for employees. Article 51(b) stipulates, in the case of a
HR- administrator, that flexibility in the workplace must include seasonal schedules during Ramadan,
with Muslim workers not working more than 36 hours a week. With respect to paid/unpaid time-off,
Articles 32 to 35 state that if the employee is a woman, she will be entitled to maternity leave under
various circumstances according to provisions with/without pay. Flexibility also helps the employee to
perform certain duties if not in the office, such as finalizing client deals/reports, filing documents
electronically organizing details, etc.

In addition, voluntary incentives to HR administrator include employee discounts for the purchase of
travel packages/services and free parking inside Community Mart's headquarters/branch premises; and
Community Mart's car insurance premiums are also covered by the employee's vehicle.

Justification: -
As part of adhering to cultural traditions and influences within Bahrain (where Community Mart
is located), seasonal schedules during Ramadhan and maternity leaves for female workers are
included in the TRP and they are also implemented by the law. In the meantime, the ease of life
of workers is given with voluntary benefits and serves as a compensation and an
encouragement for their work success and achievements. These work-life components, when
placed together in a balanced manner, enhance employee satisfaction and ultimately improve
morale and efficiency at work, leading to a more productive and pleasant experience for
Community Mart workers at work and at home.

Performance and Recognition: -


Recommendation: -
Performance evaluations will be used as part of Community Mart's-TRP, in which supervisors
will determine whether or not the employee completes their duties in order to meet the
organizational goals; supervisors will also examine the consistency of their work with the
organizational objectives. All these will be completed semi-annually by one-on-one meetings
with the worker. Recognition will be granted in the form of recognition of the
efforts/performance of the employee through excess-performance cash-awards, as well as
through Community Mart's invitations to appreciation luncheons/outings/formal-events (non-
cash-awards).

Justification: -
Although not a major part of Community Mart's-TRP, it is still important for performance-and-
recognition to keep workers motivated and efficient and give them higher morale and a sense
of recognition from colleagues, superiors and subordinates. It is also a low-cost and high-impact
technique that helps to improve the ARM process, reduce attrition effectively and reduce work
dissatisfaction.

Development and Career Opportunities: -


Recommendation: -
To keep workers refreshed with-current advances and-patterns in the getaway and travel
world, just as the business-business inside Bahrain, learning-openings will be allowed through
giving admittance to virtual-learning techniques (webcasts/online classes/and so forth) just as
hands on gaining from coaches and through workshops held by experts and specialists.
Headway openings remembered for Community Mart's-TRP are work progressions and salary
raises grade for example work advancements.

Justification: -
This, by and by, strengthens the ARM strategy at the work environment and keeps turnover at a
diminished rate while improving-profitability and keeping up benefits at-the-firm; which is finished by
keeping-staff-refreshed with the exercises of other contending SMEs and gaining from other-effective
organizations on the web/for all intents and purposes and, all things considered. At the point when
representatives see that their associations empower profession advancement, they feel more certain
about their drawn-out vocation way.

Conclusion: -
The best TRP for Community Mart was identified and developed in detail through this recommendation
report, with justification provided for all recommendations, either by the law of the Kingdom of Bahrain
or by external study.

References: -
 Ministry of Labor. (2012). The labor law for the private sector. Kingdom of Bahrain: Ministry of
Labor.
 Rampton, J. (2016). How work life balance can keep your employees happy and your business
healthy. Retrieved from [Link]
[Link]
 Möller, M. (2013). The critical success factors in a total reward strategy to motivate innovation
in the workplace (Masters thesis, University of Pretoria, Pretoria, Africa). Retrieved from
[Link]
1

Common questions

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Performance and recognition play a crucial role in Community Mart's Total Reward Package by enhancing employee motivation and efficiency. Through semi-annual performance evaluations and recognizing achievements with awards and events, the company supports a culture of acknowledgment. Although not central to the TRP, performance and recognition contribute to high morale, reduced attrition, and increased job satisfaction, which are vital for maintaining a motivated workforce. This strategy acts as a low-cost, high-impact method to ensure employees feel valued and motivated to achieve organizational goals .

Community Mart balances financial and non-financial compensation by combining fixed and variable pay with additional benefits and incentives. The financial aspect addresses base pay and bonuses for exceeding performance quotas, providing immediate financial flexibility and motivation. Non-financial compensation, which includes work-life balance initiatives, professional development, and recognition programs, offers long-term engagement and satisfaction. The mix is aimed at creating a comprehensive reward package that caters to immediate financial needs while encouraging personal and professional growth, thus ensuring holistic employee motivation .

The compensation package proposed for the HR administrator at Community Mart aligns with Bahrain’s Labor Law by adhering to stipulations regarding base and premium pay. Base pay compensates for regular duties, while premium pay is awarded for overtime and public holiday work, in compliance with Articles 38 and 54 respectively. Additionally, the package addresses legal mandates for workplace flexibility and benefits, such as maternity leave and regulated work hours during Ramadan, as outlined in Articles 32-35 and 51(b). By ensuring that compensation aligns with these legal standards, Community Mart mitigates risks and upholds fair employee treatment .

Community Mart's Total Reward Model (TRM) integrates Maslow’s hierarchy of needs and Herzberg’s two-factor theory by offering a comprehensive package that addresses various motivational aspects. Maslow’s hierarchy suggests that employees have different levels of needs, from basic physiological needs to self-actualization. Community Mart's TRM provides compensation and benefits addressing these needs through financial stability, career development, and work-life balance. Herzberg’s two-factor theory differentiates between hygiene factors and motivators, where hygiene factors prevent dissatisfaction, and motivators increase satisfaction. The TRM covers hygiene factors through salary and work conditions, and motivators through development opportunities and recognition, aiming to fulfill both intrinsic and extrinsic motivators for employees .

The relationship between Community Mart’s HR strategy and business strategy is interconnected and mutually reinforcing within the Total Reward Model. The TRM aligns with the company's differentiation business strategy, focusing on providing unique and luxury services. The HR strategy supports this by offering competitive compensation and development opportunities that attract talent capable of delivering these high-quality experiences. By ensuring its HR practices foster a workforce skilled in meeting strategic objectives, Community Mart effectively ties its strategic objectives to employee motivation and retention through an integrated TRM, thus aligning organizational growth with reward practices .

Community Mart's corporate culture, described as market/faction-oriented, deeply influences its Total Reward Strategy (TRS) by prioritizing compensation, benefits, and work-life balance over other TRM segments. This culture emphasizes differentiation, aligning with the company’s business strategy to offer luxury trips. Consequently, Community Mart ensures its TRS supports this strategy by offering competitive salaries, bonuses for superior performance, and work-life enhancements to attract and retain talent. This alignment ensures that the reward system not only complies with internal cultural values but also supports the overarching business strategy .

Work-life balance initiatives at Community Mart contribute significantly to employee satisfaction by aligning workplace flexibility and benefits with cultural and legal norms. Initiatives such as flexible seasonal schedules, especially during Ramadan, and paid maternity leave cater to employees' personal needs and cultural values. These initiatives, along with voluntary benefits like employee discounts and parking privileges, offer considerable comfort and security, enhancing overall job satisfaction. The company's commitment to these initiatives reflects a respect for employee well-being, fostering a productive, appreciative, and engaged workforce .

Community Mart offers development and career opportunities such as access to virtual learning resources, on-the-job training, workshops, and potential job advancements. These initiatives allow employees to stay updated with industry trends and hone their skills, which fosters a sense of empowerment and career progression. By investing in employee development, Community Mart demonstrates commitment to their growth, increasing job satisfaction and loyalty. This approach reduces turnover, as employees are more likely to remain with a company that visibly supports their professional development and offers a clear path for career advancement .

Community Mart justifies rewarding individual performance over team-based incentives by emphasizing the administrative role of HR administrators, who oversee subordinates, complete individual projects, and negotiate contracts. The company prioritizes individual rewards to reflect the autonomy and responsibility inherent in these roles, aligning with their performance-based compensation structure. This strategy ensures that employees are directly motivated by personal achievements and contributions, which is seen as more effective for roles that require independent execution and leadership in managing tasks and client relationships .

External factors shape Community Mart's Total Reward Model (TRM) by influencing how remuneration, benefits, and work-life balance are valued relative to other reward elements. External benchmarks from other travel services and geographical labor force considerations, such as long commutes or telecommuting possibilities, inform Community Mart's strategies. These factors ensure the TRM remains competitive within the region's SME landscape. By understanding external market trends and laws, such as Bahrain’s Labor Law, Community Mart effectively adapts its reward offerings to comply with legal requirements and meet or exceed industry standards .

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