Well Paid Receptionist (Paper)

Third Party Values

Ms. Brannen was hired with the promise of a particular pay level arrangement, and chose to exceed the responsibilities she was initially hired for in order to maximize her contribution to the growth of the company. This specific arrangement imbued her with the mindset that her own wellbeing is directly related to the wellbeing of the company. The result of this attitude is an employee who not only operates with the best interest of the company in mind, but also voluntarily seeks out an understanding for all areas of the company.

Unfortunately, the originally arrangement was not given thorough forethought. The unforeseeable exponential growth of the company was not considered, and as such, Ms. Brannen ended up being paid far beyond what would be considered appropriate for an individual in her position. This misappropriation of funds limits the productivity and effectiveness of all other areas of operation. In addition, although the case indicated others individuals were aware of Ms. Brannen’s compensation and had no feelings of animosity, it is unlikely that this level of acceptance will continue over an extended period of time. In order to avoid these complications, the most positive course of action would be to promote Ms. Brannen to a position that is comparable to both her pay scale and her knowledge level.

Competitor Values

The funding being used to overpay Ms. Brannen could be attributed to other operations to improve market effectiveness. Publically, this could be used to induce a positive image of how the company treats its employees. This positive perception could prove valuable to market share overtime by enhancing customer loyalty due to a more valued reputation than other competitors.

This over exertion of funds does limit the organizations ability to effectively pursue a competitive advantage. The effectiveness and productivity of the company is limited due to the inability to appropriately delegate funding...