Compensation is a controversial workplace topic. Throughout the years, specifically the past decade, average employee wages have not greatly risen. However, managerial and executive pay has steadily increased.

Despite current economic stability and low unemployment rates, U.S. businesses are constrained from raising employee salary and benefits due to low-wage foreign competition.  This week’s readings showcase a case study on pay compression at Envelop City and on how McDonalds uses praise (intrinsic factor) and individual incentive pay (extrinsic factor) to ensure satisfied and happy employees.

Discuss how an organization can motivate its employees to maintain/increase their productivity and performance without significantly increasing employees’ compensation.  Additionally, as a compensation consultant, how would you develop market value for positions within your organization? Propose a compensation plan to ensure that rewards (i.e., wages, benefits, and other compensation) match job duties, tasks, and responsibilities.

Answer the above using the question and answer (Q&A) format.  The Q&A format should include the original question along with your response. Within your post, support your responses with information from at least one peer-reviewed/scholarly source (not older than 3-5 years) from  CSU Global online library or the Internet, and provide the full citation at the end of your post. Use APA guidelines (at the CSU Global Writing Center )  to format your references. Your total word count must be at least 300 words excluding the original questions.

The problem-solving model was first laid out by Helen Perlman. Her seminal 1957 book, Social Casework: A Problem-Solving Process, described the problem-solving model and the 4Ps. Since then, other scholars and practitioners have expanded the problem-solving model and problem-solving therapy. At the heart of problem-solving model and problem-solving therapy is helping clients identify the problem and the goal, generating options, evaluating the options, and then implementing the plan.

Because models are blueprints and are not necessarily theories, it is common to use a model and then identify a theory to drive the conceptualization of the client’s problem, assessment, and interventions. Take, for example, the article by Westefeld and Heckman-Stone (2003). Note how the authors use a problem-solving model as the blueprint in identifying the steps when working with clients who have experienced sexual assault. On top of the problem-solving model, the authors employed crisis theory, as this theory applies to the trauma of going through sexual assault. Observe how, starting on page 229, the authors incorporated crisis theory to their problem-solving model.

In this Final Case Assignment, using the same case study that you chose in Week 2, you will use the problem-solving model AND a theory from the host of different theoretical orientations you have used for the case study.

You will prepare a PowerPoint presentation consisting of 11 to 12 slides, and you will use the Personal Capture function of Kaltura to record both audio and video of yourself presenting your PowerPoint presentation.

To prepare:

• Review and focus on the case study that you chose in Week 2.
• Review the problem-solving model, focusing on the five steps of the problem-solving model formulated by D’Zurilla on page 388 in the textbook.
• In addition, review this article listed in the Learning Resources: Westefeld, J. S., & Heckman-Stone, C. (2003). The integrated problem-solving model of crisis intervention: Overview and application. The Counseling Psychologist, 31(2), 221–239. https://doi-org.ezp.waldenulibrary.org/10.1177/0011000002250638

CASE STUDY: TIFFANI BRADLEY

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