Darren (2000) adds that with some HR strategies being implemented, it can be said that Hartley was not able to bring about the so-called change that she was initially hired for. The strategic objective was to change yet there was hardly any change in the overall working of the organization (Garavan & Donhell, 2004). The strategies implemented were in bits and pieces and though she managed to align performance management, development of employees, diversity of employees, their compensation plan but the talent management remained unfixed which meant that the right people were not in their right place (Latham & Ernst, 2008, pp. 181-198).
This also inferred that there was job dissatisfaction, de-motivation and thus inefficiency. Moreover, since the compensation plan was not fully integrated, there was widespread de-motivation, as diversity was not being handled well. Lack of talent recognition plans also made her strategies unsuccessful. Perhaps her approach was not right. She failed to understand her employees. As per Adam’ s Equity Theory, employees assess their input and output and compare their bonuses, compensation and rewards with their co-workers and the degree of comparative satisfaction that they get (Deresky, 2007).
Understanding of this is lacking at Sonoco and precisely why the compensation plans have not been given so much importance. Not giving the right compensation to the worthy individual is not the best practise, which spreads the plague of dissatisfaction and de-motivation. According to Latham (2005, pp. 485-516), like Maslow’ s theory, Vroom’ s theory also states that an employee has expectations from his inputs and desires to be compensated for his knowledge skills and experience. If he is not compensated as much as he expects then he is de-motivated.
This again is seen in Sonoco’ s plan where the talent management is not being fully recognised with the result that the employees are not being rightfully compensated leading to inefficiency.
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