HRM textbook

456 PART 4 COMPENSATION
Policies Mean Business, Training & Development,
April 2007, pp. 32 36.
128. Money Isn t Everything, Journal of Business
Strategy 21, no. 2 (March 2000), p. 4;
see also CEOs in the Dark on Employees
Benefits Preferences, Employee Benefits
News, September 1, 2006, item 06244007.
129. Carolyn Hirshman, Kinder, Simpler
Cafeteria Rules, HR Magazine, January
2001, pp. 74 79.
130. Employers Should Update Cafeteria
Plans Now Based on Proposed Regs,
Experts Say, BNA Bulletin to Management,
September 4, 2007, pp. 281 282.
131. Debit Cards for Health-Care Expenses
Receive Increased Employer Attention,
BNA Bulletin to Management, September 25,
2003, p. 305.
132. Martocchio, Strategic Compensation,
p. 263.
133. Elka Maria Torpey, Flexible Work:
Adjusting the When and Where of Your
Job, Occupational Outlook Quarterly,
Summer 2007, pp. 14 27.
134. Slightly More Workers Are Skirting 9 5
Tradition, BNA Bulletin to Management,
June 20, 2002, p. 197.
135. See, for example, Compressed Workweeks
Gain Popularity, but Concerns Remain
About Effectiveness, BNA Bulletin to
Management, September 16, 2008, p. 297.
136. Boris Baltes et al., Flexible and Compressed
Workweek Schedules: A Meta-Analysis of
Their Effects on Work-Related Criteria,
Journal of Applied Psychology 84, no. 4
(1999), pp. 496 513. See also Charlotte
Hoff, With Flextime, Less Can Be More,
Workforce Management, May 2005,
pp. 65 66.
137. Farrokh Mamaghani, Impact of Information
Technology on the Workforce of
the Future: An Analysis, International
Journal of Management 23, no. 4 (2006),
pp. 845 850; Jessica Marquez, Connecting
a Virtual Workforce, Workforce Management,
September 20, 2008, pp. 1 3.
138. Ann Pomeroy, The Future Is Now, HR
Magazine, September 2007, pp. 46 52.
139. SHRM, 2003 Benefits Survey, p. 2.
140. With Job Sharing Arrangements, Companies
Can Get Two Employees for
the Price of One, BNA Bulletin to
Management 56, no. 47 (November 22,
2005), pp. 369 370.
PART 4 VIDEO CASES APPENDIX
Video Title: Pay for Performance and Financial Incentives
(Joie de Vivre Hospitality)
SYNOPSIS
Chip Conley is the founder of Joie de Vivre Hospitality (JDV), a collection of
boutique hotels, restaurants, and spas in California. Conley aims to foster employee
motivation using Maslow s Hierarchy of Needs and has written books and lectured on
the subject. Joie de Vivre pays average wages, but experiences low turnover due to the
nature of the relationships it has formed with each employee.
Discussion Questions
1. Chip Conley, founder of Joie de Vivre Hospitality, believes that most companies
frame their financial incentives in the wrong way. Explain what he means.
What does JDV do differently?
2. Why does Joie de Vivre offer free hotel stays to all employees as part of its
incentive plan?
3. According to the video, what separates a world-class organization is its ability
to care for its employees in good times and in bad? How did JDV accomplish
this during the dot-com crash and post-9/11 industry recession?
4. Of the compensation, benefits, and incentives practices we discussed in
Chapters 11, 12, and 13, which would you recommend JDV implement,
and why?
Video Title: Compensation (Focus Pointe)
SYNOPSIS
In this video, two HR staff members, Cheryl and Gina, must determine if an employee,
Angelo, is worthy of a pay raise. The company, Focus Pointe, provides market research
services. One of these services involves recruiting consumer, medical, and other respondents
for the market research industry. It s important to get good, qualified respondents.
To distinguish itself from its competitors, Focus Pointe uses a special triple screening
process to ensure that the respondents it recruits meet its clients specifications. In this