Today, HR professionals are responsible for programs far beyond the profession’s administrative personnel roots. They are expected to measure the success or failure of HR practices based on the achievement of organizational outcomes. Brand identity, bottom-line profitability, employee job satisfaction, and increased management focus are all outcomes that can be achieved, in part, through an organization’s total rewards program. This case examines two very different organizations and how they align their total rewards programs with their organizational goals and values. This case study is of moderate difficulty for an undergraduate audience. An instructor’s manual and a student workbook are available to download.
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