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Questions:
1. In your role as CEO of Canada Chemicals Corporation (described earlier in the chapter), you have just finished formulating a new compensation strategy for sales engineers. It occurs to you that given your movement toward high-involvement management, your firm may also need a new compensation strategy for production workers, administrative staff, and technical staff. Using a strategic compensation template similar to that used in Figure 6.2, formulate a compensation strategy for each of these employee groups.
2. You are a prominent compensation consultant and you have been hired by the board of directors of Canada Chemicals Corporation to recommend a compensation strategy for the firm's top executives. In your report, be sure to provide the reasoning for each of your recommendations, along with the advantages and disadvantages of each recommended compensation element
3. Canada Chemicals Corporation has decided to move to a high- involvement managerial strategy and has hired you as a consultant to implement that process. Aside from the compensation strategy, what other changes need to be made if this conversion is to succeed? Is there any way to increase the intrinsic and extrinsic rewards (besides through compensation) provided by the firm? How could this be done?
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