Negotiation exercise not less than 1000 words + Report 1000 words
You could do this part in separate paragraphs covering the min point that will take place in
negotiation, so it makes it easy and simple for negotiation based on case study giving. In this
negotiation you will be playing two rolls, first, Hold negotiation meetings with union
representatives, and explain and justify your recommendations to them, and answer any questions
that they might have. In turn, the roles will be reversed, second, Act as a group of union
representatives for another student group putting forward proposal for SLM Limited, and raise any
concerns that you might have.
Reward System at SLM
To develop critical and evaluative thinking by reviewing reward management
and other HRM practices in the organisation – SLM Limited and to develop an
understanding of contemporary reward theory and practice.
This assessment will be a case study/ role play exercise. Students,
in groups of four, representing a management/HR team, will design
a new incentive scheme for the case organisation (see case study
document). You will then present your proposal to SLM and engage
in convincing a second group, representing employees, of the value
to SLM. In turn, the roles will be reversed.
. Working as a group you should:
Put forward recommendations for a suitable reward policy and
structures at SLM Limited that are based on a critical
evaluation of the current situation and will demonstrate good
practice in serving the future needs of the business, its clients
and its employees.
Hold negotiation meetings with union representatives, and
explain and justify your recommendations to them, and answer
any questions that they might have. In turn, the roles will be
Act as a group of union representatives for another student
group putting forward proposal for SLM Limited, and raise any
concerns that you might have.
Produce an INDIVIDUAL written report setting out:
your key arguments as put to the union, and
An honest assessment as to the outcome of the meeting with
the union. In the light of the meeting, how could your
recommendations and arguments have been improved?
Analyse reward management philosophy and strategy within a case
Review and critically assess the options available to the case
organisation in the field of reward, and be aware of the strengths
and weaknesses of each option in relation to engagement, the
threats and opportunities they present and the costs involved. The
underpinning theory of motivation will be clearly understood.
Participate in the processes of team work helping to design new
reward systems and negotiation activities.
Report structure 1000 words:
Section / Title
Information on how
the task can be
Details / Guidance
Include name, student ID number, unit title and code, assessment title, date
Title of your report.
Include page numbers.
Introduction; organisation context; aims and objectives of the report and
outline of what the report will cover.
An evaluative critical analysis of current reward policy and practice.
Draw on your analysis of relevant literature and research and from the case
Bullet point format
Summary of key arguments made in the main body
Harvard style (see the Learning Resources website
Lengthy appendices are not necessary, however you should attach your
negotiation meeting minutes including the names of both parties, meeting
agenda as well as items negotiated.
A good report will:
• Have an overall strategic approach to reward in the organisation.
• Draw on some relevant literature to support your proposSLM.
• Put forward proposSLM to deal with the current problems in the
• Make sure the proposSLM can be defended in terms of fairness,
motivation, engagement and career development.
• Summarise the justifications for the proposSLM.
• Review the meeting with union representatives, and consider to
what extent union concerns were addressed in the meeting.
• Reflect on the extent to which the proposSLM put to union
representatives could have been improved.
• Be well written and well presented.
You are SLMo expected to use available resources i.e. Learning Resources,
online database, practitioner articles and journSLM etc.
1000 words maximum (+ or – 10 excluding contents and references)
the presentation of
Report format (see structure below)
Your paper should be submitted as a Microsoft Word document. The
English must be clear and coherent using an appropriate style for a business
You need to reflect on the group discussion on the case solutions as well as
negotiation meetings held in the negotiation exercise.
Rubric for assessment
Adopts a highly strategic approach with an excellent understanding of contextual issues.
Emergent hot topics SLMo considered where appropriate. Presents a critical review of reward
management and HRM practices in the case organisation. A comprehensive assessment of
reward options including an assessment of their relative strengths, weaknesses, risks and
opportunities as well as the costs involved.
Creative thinking applied in order to generate innovative solutions. Recommendations are
logically developed from the analysis. Evidence-based arguments demonstrate an excellent
understanding of relevant theory. Recommendations are clearly justified in terms of fairness,
motivation and engagement.
Presents a critical and thorough reflection of the entire group process, drawing on theory where
appropriate. Summarises the key arguments put to the union in the meeting itself. Considers the
extent to which union concerns were addressed in the meeting. Reflects on the extent to which
the proposSLM and justifications could have been improved.
Presentation and structure meets the assessment brief to an excellent standard. Concepts
expressed with exceptional clarity in a convincing and cogent manner. Excellent referencing.
SLM LIMITEDCase Study for negotiation meeting and individual report:
SLM Limited provides a range of Management consultancy solutions to clients. Most of its work is for
SMEs customers, who are looking to design effective management policies in the organisation which
includes: training, coaching leadership. The SLM Limited head office is in the UK, however several
self-managed work groups operate remotely across several MENA region including Oman, UAE and
Qatar which amounts to around 50 highly skilled consultants mostly under the age of 40. SLM
Limited employs over 100 staff in the UK, about 100 of them are consultants, who are frequently
required to work in small project-based work groups for corporate clients.
There is variation in levels of basic pay, hours of work and holidays between UK staff and those
employed across MENA region. Head office staff work a 37 hour per week. Working hours in Europe
vary from 37 to 42 hours. Holiday entitlements range from 20 – 27 days, depending on the country
where staff are located. 30% of staff belongs to a labour union that has been holding regular
meetings. The Association has recognised the union for consultation purposes only, but might review
recognition if union membership increases.
Until the economic downturn last year, the labour market for experienced consultant was buoyant.
SLM Limited had previously been able to recruit because it has a policy of paying well – its basic pay
is at the upper quartile level for the sector. Consultants were able to gain individual bonuses based
on the work they do with clients, and in addition there has been an annual bonus for all staff based
on the company’s profits. This annual bonus, which has increased in recent years, was worth £11,000
to the average employee last year.
In the last year, the company’s revenue and share price declined markedly. This year it anticipates
that the annual bonus payment will be only about a fifth of last year’s, and is forecasting no annual
bonus payment for next year. Individual bonuses have similarly been reduced, and the company has
informed staff that there will be no cost of living pay increase this year, the first time that this has
happened in the history of the organisation. At the moment there are no plans for redundancies and
the CEO is hopeful that a freeze on recruitment will ensure no job losses; although staff know that
market conditions are poor. Staff turnover has not increased, although sick absence and grievances
have risen (from a low base).
The introduction of a reward strategy has never been considered but it is clear that these anomalies
in reward will soon need to be addressed and further investigation is required as to whether the
current reward strategy is motivating and engaging employees. You are a reward consultant
appointed by the Board to help them to address this strategic issue. Your initial analysis reveals SLM
a confused picture – several different reward systems across the business. It is your professional
judgment that there will inevitably be problems of morale and motivation if the situation continues.
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