PTO Benefits Discussion
Business Finance
PTO Benefits
Organizations do not generally generate revenues when employees are not working and productive, so it is advantageous to keep employees healthy, engaged, and excited about their jobs and their work. Additionally, employees require some type of paid-time off benefit to recharge and reinvigorate their efforts and motivation. Elements you may want to consider include whether you will you give an exact number of days for each individual, whether that number will be based on something else (e.g., job title, time with the company). . Using concepts and theories from this week’s readings, this discussion will help establish a fundamental understanding of the many forms that Paid Time Off benefits can take. Referring to an organization where you have worked or with which you are familiar:
- Discuss 2-3 specific strategies providing a rationale which this organization should adopt to formally program paid-time off to employees while still effectively managing their costs and ensuring that the organization can meet its demands. Remember, revenues generated support benefits to employees in one form or another.
- Analyze what positive and negative impacts your proposed strategies might have on this organization, and
- Identify whether these strategies will improve employee engagement
Be sure to cite examples from this week’s readings and others you find in the Library to support your claims.
With these thoughts in mind:
Post by Day 3 a response that answers the above questions. Please utilize this week’s resources. APA Format.
Articles/Readings
- Cappelli, P. (2008). Talent management for the twenty-first century. Harvard Business Review, 86(3), 74–81. Retrieved fromhttps://cb.hbsp.harvard.edu/cbmp/pl/77451689/77451691/883b2eddc220b283586f525972fa93a3
This article looks at how the talent management is being handled by organizations in order to be able to forecast and effectively meet talent needs.
- Lawler III, E. E., Pringle, A., Branham, F. L., Cornelius, J., Martin, J. (2008). Why are we losing all our good people? Harvard Business Review, 86(6), 41–5 1. Retrieved from http://ezp.waldenulibrary.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=32107911&site=ehost-live&scope=site
The authors of this fictional case study aim to help you understand why companies lose people. It is argued that people often are compelled to stay or leave a company based on emotional reasons, and once they are unhappy with a situation, it usually is too late to implement a change necessary to compel an employee to stay.
- Nonaka, I. (2007). The knowledge-creating company. Harvard Business Review, 85(7/8), 162-171. Retrieved fromhttp://ezp.waldenulibrary.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=25358848&site=ehost-live&scope=site
This article examines what can be learned from Japanese companies in relation to knowledge-creation techniques.
- Norton, W. I., & Sussman, L. (2009). Team charters: Theoretical foundations and practical implications for quality and performance. The Quality Management Journal, 16(1), 7–1 7. Retrieved from:
http://ezp.waldenulibrary.org/login?url=http://proquest.umi.com.ezp.waldenulibrary.org/pqdweb?did=1631368241&sid=1&Fmt=4&clientId=70192&RQT=309&VName=PQDThe authors explore team charters as a viable tool that can be used to link corporate strategies to activities on a team level.
