The Well Paid Receptionist

This strategy helps us cover the revenue shortfall. Based on the spreadsheet the compensation categories, including salaries and wages, account for 60% of the spending reductions. As a matter of fact, we hired 10,000 employees in 2015 with the high salary, which caused the revenue shortfall. Now, we need to reduce our employees number to 9000 to cover the revenue shortfall. We know how difficult this news may be, but we know that we have to act under cost savings in the coming months and years. I believe that this budget is a vital and responsible action in the short time to manage the immediate required budget shortfall as well as enable us to prepare for the uncertainties of the

Overages in salary expense of $115k were somewhat offset by Purchased Services being $73k under budget for the month. Benefits were $80k under budget for March and $325k under budget YTD. Chargeable supplies were $72k over budget for March, a by-product of strong Orthopedic volumes in the OR. The accrual for the Medicaid Enhancement Tax continues to be in excess of budget, due to taxable revenue being over budget in FY15 and much of FY16. Other Expenses were $52k under budget for the month.

The first lesson we learnt was the importance of treating employees fairly, especially in terms of wages. Employees who are content and treated fairly are productive and will evidently drive the bottom line of the company. Their productivity will be high, knowing their wage is reflective of their work and they feel valued in the company. Not only did employees experience pay dissatisfaction if they perceived their pay as unfair, they were also less motivated to achieve the organization’s goals. (HRM 212) In Quarter 6, we increased the wages for Level 3,4, and 5 workers. However, we received feedback that notified us that our Level 1 workers

Margaret: The salary rates the business is presently paying for the individual position fall well within the wage cure at Grade 2 midpoint; however, she will be promoted to General / Operations Manager, Grade 2 with a pay increase of midpoint $ 95,161. She will manage all apartment buildings, to include the nine apartment buildings within the area (previously managed by Buzz), handles legal matters and resolving all escalated tenant complaints and evictions $6,400 a month.

I am writing to apply as a Cashier Receptionist (Temporary) (646819) at the Kaiser Permanente Medical Office located in Union City. I recently graduated high school, and am continuing my education at California State University, East Bay. I will be pursuing a degree in biology, for I aspire to become an optometrist. I am applying for this position with the intent to both gain experience and knowledge within the medical field and to provide assistance to others.

At this time, the college decided to replace her position, a decision that had been proposed at an earlier but never completed. Following this decision, the president offered Hatchett a choice of three part-time jobs at half her previous salary. However, Hatchett declined all three jobs. At this time, her previous position no longer existed, and the college hired an individual who had once mentored under Hatchett Kaplin and Lee, 2013).

On Monday 04/23/17, Sherri Guidry submitted the resume of Sean McGraw to Perlon. This is candidate that Sherri sourced through her own efforts. Sean relocated from New York to Columbia, SC. His employer at the time (Cintas) offered to transition him to a driving position at a rate of $12.00/HR. In New York, he was earning roughly 80K. Since he was relocated for personal reasons related to his family and because of the difference in cost of living (SC vs NY is about a 60% reduction), he was willing to interview for positions that paid between $10.00 to $15.00 an hour.

“I have mentioned the way the hiring process seems designed, in some cases, to prevent any discussion or even disclosure of wage- whisking the applicant from interview to orientation before the crass subject of money can be raised. Some employers go further; instead of relying on the informal “money taboo” to keep workers from discussing and comparing wages, they specifically enjoin workers from doing so.” (207)

Joyce White had to be extremely patient with her because she saw that the employee did not understand what the issue was. Then the employee turned sixty, so Joyce White could not terminate her because of Human Resources. Joyce White said that she was no the kind of person to just fire someone because she said if she saw a gleam of hope, she would keep working with him or her. Joyce White kept working with the employee until they decided to retire early. Joyce White’s favorite aspect of her job is engaging and interacting with the volunteers. She loves making rounds every day to visit them. Her least favorite part of her job is when she has to tangle with other departments who do not always listen. For example, a new building will start construction soon in the back of one of the parking lots and that means that there will need to be patient parking close to the building. This will cause volunteer parking to be extremely difficult and far away from their

Although she signed a contract with her employer that she would not discuss pay rates, just before Ledbetter’s retirement an anonymous individual slipped a note into her mailbox listing the salaries of the men performing the same job.  In spite of the fact that Ledbetter had received a Top Performance Award from the company, she discovered that she had been paid considerably less than her male counterparts.

Boseman remain intimately involved in this process, empower HR to own most of the aforementioned research, and maintain ownership of the responsibility of speaking to Julia and resolving her issues. Doing so would enable Dr. Boseman to learn additional information about the company’s compensation strategy and methodologies and allows her to work as Julia’s advocate when appropriate throughout the process while balancing her responsibilities as a steward of the company. Furthermore, it enables HR to remain a secondary point of escalation within the company for Julia should she be dissatisfied with the HR and legal approved resolution provided by Dr. Boseman at the conclusion of the examination of salary inequity. In conclusion, if Dr. Boseman is empathetic, open minded, highly communicative, thorough, and proactive in her approach to handling this issue, there is a strong chance the company will have the opportunity to educate Julia regarding the company’s pay practices, appropriately address her concerns, and/or resolve any inadvertent salary inequities without litigation or intervention from the

Everyone has skills that they inherent. Each person has different skills from their personality. For me, I have the knack for talking to large groups of people who are perfect for my role, Main Gate Receptionist – Park Greeter. Before working at Disney, I was a teacher assistant my senior year at my high school, Northwest Christian High School in Phoenix, Arizona. I have not only graded student papers, ran errands for the teacher, organized teaching files, and took inventory of books and other educational tools, I also direct the class until the teacher got to the classroom. Each class was around twenty to fifty students depending on the day and class. During that period, I would make sure roll call was done, students turned in their assignments

|satisfactory, nothing to brag about, but she’s been with the company awhile and can be dependable. | | | | |$573 | |

In terms of Caitlin’s interest to be further recognized, she positions to obtain a promotion as Vice President of Client Advisory Services (CAS). Yet George implements another challenging move by implying gender schemas and doubt on Caitlin’s readiness. Although, he appreciates Caitlin’s value in the company and praises for her competences, but these are not sufficient. George argues that this type of job demand for more responsibilities, such as a strategic vision, a creative thinking, a deep insight of system and a firm characteristic. In order to respond this move, Caitlin responds with a diverting turn by asserting her strength, acknowledging her weaknesses and request George to be her mentor. In this stage, Caitlin attempts to keep her BATNA for her position related Vice President promotion.

Twin Oaks Hospital in Lexington, Colorado is a 100-bed hospital with a staff of 350 employees that include over 200 nurses and 40 clerical and secretarial employees, the majority of which are women. Recently the staff has had some apprehension and discontent over pay levels. Lexington Memorial Hospital, a public facility near to Twin Oaks recently agreed to demands from their nursing and clerical staff to increase wages five percent. They further agreed to introduce a job evaluation program which would evaluate the nursing and secretarial jobs based on comparable worth and that results of the study would be utilized as the basis for any future pay adjustments. As a result of this the staff at Twin Oaks has come to demand similar wage