To deal with the down market Western National Group, a US property manager, focussed on its least-well-off workers. The company froze the 2009 salaries of those of its 1000 employees earning $100,000 per annum and concentrated performance-based bonuses on employees making less than $50,000. And to cut costs and to try to head off job cuts, the company cancelled its annual holiday party in favour of a luncheon, which will save about $30,000. Whilst the strategy did annoy some higher paid workers,...
BPIR Categories9.6.2 Manage employee satisfaction
9.5.4 Develop & manage base & variable compensation
9.10.1 Retain human capital