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Westonwich District Council Case Study 1 Westonwich District Council Case Study Student’s Name Human Resource Management SHR018-2 Professor Institutional affiliation City Due Date
Westonwich District Council Case Study 2 Westonwich District Council Case Study Introduction The contemporary corporate dynamics have resulted in a growing interest in business ethics, in both academics and professional practices. However, moral lapses have been continuously experienced in human resource management (HRM) activities, prompting HR scholars and professionals to devise means of reinventing new strategies to manage improve corporate ethics in HRM activities ( Bratton and Gold, 2017) . There are various HRM practices and theories which accentuates how ethical expectations are met in HR practices while assessing their contribution to HRM ( Bernardin and Russell, 2006) . These theories are based on management theories that depend on observation and mathematical probability to establish the perfect business model and HRM practices, drawing upon various case studies and relevant experience to improve the organization ( Ombanda and K’Obonyo, 2019) . Considering the Westonwich District council case study, this essay seeks to debate and critique key and current arguments about HRM theories and practices and how ethical expectations are met in practice whilst assessing its contribution to the organization. Moreover, the paper will evaluate and analyze workplace scenarios relating to relevant business strategies for professional, ethical, effective, and efficient HRM within current organizational contexts. Themes Identified In the Case Study Compensation and Remuneration According to motivation theory, especially Maslow’s Hierarchy of Needs, an organization needs to identify what motivates employees. The first important need that motivates employees is the ability of an organization to meet its employees’ psychological needs, meaning that
Westonwich District Council Case Study 3 physical needs like food and water should be fulfilled first before moving to the next level of employees' needs ( Pardee, 1990) . Therefore, if a company offers low compensation and remuneration rate, their employees are unable to meet their psychological needs, resulting in both low productivity and job satisfaction. Nevertheless, motivation theory does not consider factors that impact the success or failure of the motivation process (Ramall, 2004). Indeed employees can be motivated by factors such as passion, work environment, among others. Indeed, despite unsatisfactory pay, 64 percent of the Westonwich District council look forward to going to work in the morning, 61 percent find the work rewarding, and 72 percent feel valued by their colleagues and the management. Employees' pay and benefits planning often involves many complex decisions, based on various employee and organization factors. An important decision is determining salary or wages as opposed to performance-related compensation ( Bratton and Gold, 2017) . All major decisions

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