Performance management and reward systems at scottrade inc. FAIZUR €JESWINDER RAHMAN €KALYANI €ALHAM JAIDI ROLL NO KAUR €BARUN SINGH €MOHIT SINGH ROLL NO € This case study about scottrade Inc.. since its inception. € Scottrade. and reward system. € The PMS was top-down approach. performance mgt. it had become a special place to work.

Performance management and reward systems at scottrade inc

Organizational Rewards (Research Paper Presentation)

Performance management and reward systems at scottrade inc. The performance management system at Scottrade adopted a topdown approach: senior officers set the objectives for the entire organization. bobbyroel.comng and Development Performance Management and Reward Systems at Scottrade Inc. Shortly after joining as an Area Manager in the country's North Eastern Region.

Performance management and reward systems at scottrade inc


HROB click on the button below, and select the case from the list of available cases: This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation.

Nor is it a primary information source. Chat with us Please leave your feedback. This case study is about Scottrade Inc. The case highlights how the firm delivered superior performance and took care of its employees even in the turbulent environment that had gripped the entire financial services industry. The firm had given good performance and industry observers felt that its performance management and reward system was responsible for this.

The performance management system at Scottrade adopted a top-down approach: Employee reviews were done depending on the specific category of the job. This was further complemented by the training programs which had an important role to play in the performance management and reward effort.

A unique internship program at Scottrade was instrumental in meeting the manpower requirements necessitated by its growing at a rapid pace. Overall, the firm was able to build a strong culture of learning and talent creation in the organization.

Scottrade since its inception differentiated itself with low commissions and efficient customer service. It had become a special place to work and operated like one big family, with no history of layoffs. The firm, having made a mark for itself as a brokerage, was planning to move into banking services.

It wanted to deploy its performance management and training systems for developing employees that could competently handle its banking operations as well. For delivery in electronic format: A Great Place to Work. Rewards and Recognition Program. Decisions to be Made.


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