It has been brought to our attention that some associates at Visual Technologies of San Diego believe that increased effort at their jobs will in fact not be rewarded equitably according to their own tenure, educational background, prior performance, or skill level. One associate, that we will call Bob who speaks for many of the associates at the company, felt that the organizational structure did not allow for promotions within both management and employees. According to the expectancy theory, the company needs to respond to Bob's concerns by carefully listening to him and then formulating a plan to reward his efforts in a way that satisfies Bob as well as being profitable for the company.
Bob has also expressed to us the management's concerns over decreased productivity recently, based primarily on the associate's perceived lack of equitable compensation for their positions, poor bonus structure, and an oppressive clerical bureaucracy. We propose that a committee be formed to individually assess job performance prior to everyone's job reviews to reasonably solve the pay issue. This should be made a top priority within the company as it looks like a majority of the staff has expressed their concerns. In conjunction with this review, a forum on bonus' based on reasonably attainable goals should also be held on a scheduled day followed by individual appointments with every employee to help in the formulation of a new bonus structure. Although bonuses were offered of varying amounts based on the task, there was an unreasonable expectation by management as far as the time and effort required to enable the associate to complete it. And finally, the concerns over a rigid and weighty paper trail system that takes away valuable energy and time from the associates can be alleviated by more temporary workers and personal assistants to and for those who are most burdened by it.