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Q2: What is the difference between a manager and a leader when it comes to manage employees' performance? A
Case study TAKOKIVE INC. Three colleagues Ahmed, Aisha, and Majeed- have left a famous company in the technology sector to start their own technology consulting company called Takokive. The six (6) months old company started with the three colleagues, and they are the only consultants so far, but the business is going very well, they decided to hire five (5) new consultants. Their idea is to form three different consulting teams. The sector in which the new start-up evolved is considered as a niche. Therefore, Ahmed, Aisha, and Majeed feel that the new hires should possess: Experience with dealing with most recent, green, and innovative technologies. Contact with a wide range of green technology companies, Sales experience to look for new clients. Ahmed, Aisha, and Majeed want the new hires to fulfill the following strategic business objectives: employee development, customer service, individual productivity, group productivity, teamwork, and overall profit. Based on their experience with their previous employer, Ahmed, Aisha, and Majeed are not fooled; they know that attracting, hiring, and retaining such candidates will be very difficult. Ahmed, Aisha, and Majeed propose implementing a contingency pay plan to tackle these concerns.
Q3: What is a reward system, and what is its role for the performance management system?
Q4: You are aware of the strategic business objectives of TAKOKIVE. You are the new HR manager, and your role is to implement a contingency pay plan for these new hires. As a recommendation, you can take 100 "weight" points that you can assign to different strategic business objectives as identified in the case.