MemorandumTO: Forward Style Inc. management
Forward Style Inc. benefits programs are divided into two: required and discretionary. Required benefits are those that the organization gives because the US federal government dictates so. To be more specific, the law demands that our employee receive social insurance, be provided with retirement plans, and given disability insurance. All the other benefits programs outside the required are what we call as discretionary. Our organization has a choice to use them for Forward Style’s advantage of our organization; they are incentives given to our employees (Bortz, 1956).The benefits programs of our organization
It is important to note that our benefit programs may not be the same with other organizations because of other factors like unions. To be more specific, we have and six months paid family and medical leaves plus another 6-month addition unpaid weeks benefit because of our union requires so. Principally, we can adjust the benefits, at least the discretionary ones, according to organization market needs.
In dubitably, benefits programs are an important component of Forward Style Inc. They make our organization more attractive to employees and save us from sending out negative signals to the customer and consumers. However, it is important our organization is law abiding, and it respects employee benefits.WHAT ARETHEEFFECTS OF BENEFITS? Lately, the American people are solving work related problems by private means.
Consequently, they are always in the lookout for an organization that is offering attractive incentives to their employees. Many employees from big organizations have unions that advocate their benefit programs. The ‘benefit’ drive is creating differences among employees. Employees with benefits programs enjoy offering their services to the organization while, there are some employees who feel left out. In other words, benefits programs can cause social difference among the employees.
There is a disparity of employees’ rewards programs; Forward Style Inc. must create a program to address the issue. Coming up with such program will mean that we include the workers. However, I fear that our organization might create a classic example for Allen who states that the benefit programs that do not consider social responsibility are irrelevant (Allen, 1964).
Benefit programs are key when an organization wants to motivate the employees. They help our employees feel home and to continue being royal (Lineberry & Trumble. 2000). Consequently, we are bound to experience low employee turnover and reduced cost if we check our benefits programs. In other words, there is a mutual gain in using benefits programs strategically.
In essence, benefits programs are affecting the behavior of employees. When employees know that their actions reward then they will tend to behave in a manner that will attract those rewards. In most cases, the actions result in the provision of quality services. However, most importantly, the benefits have to be relevant to an employee otherwise; the effects might not be realized.Benefits programs increase the responsibility of workers to the organization. Benefits programs that identify the efforts of an employee create an association between the organization and the employee. Such associations and close relationship between employees and their employers works to establish a cohesive association and builds trust between the two parties and increase commitment of the labor force towards the organization. Further, with a constant increase or maintenance of benefits program, the organization might even run better and improve the quality of services.
CONCLUSION I believe that Forward Style Inc. should evaluate and identify if, in practice, all the benefits programs required by the law are given to employees. This is a mandatory undertaking that enables an organization to increase its efficiency in production and meet the sets corporate requirements. As demonstrated above, benefits programs are both important to our organization and employees. I will be available if any further clarification is needed on related to why our organization should evaluate its benefits programs.
Allen D. (1964) Fringe Benefits: Wages or Social Obligation? (Ithaca, N.Y.: Cornell University Press,)
Bates S. (March 2000), "Benefit Packages Nearing 40% of Payroll" HR Magazine, pp.17-22.
BortzN.M.. (July 1956) "The Measurement of Fringe Benefit Expenditures," Personnel, pp. 87-94.
Lineberry, J. &Trumble, S. (2000) "The Role of Employee Benefits in Enhancing Employee Commitment," Compensation and Benefits Management, pp. 9-15