Employee Behavior Case Study: Jacobs

Thesis Statement Jacobs has fostered a culture of caring and concern for employees’ not only with the focus on safety but in how employees are cared for not only in their professional development but in their of work lives as well.

Organization and Description

Jacobs is one of the world’s largest and most diverse providers of technical, professional, and construction services, including all aspects of architecture, engineering and construction, operations and maintenance, as well as scientific and specialty consulting. Jacobs’s vision, mission and values are the cornerstones of its culture. Jacobs is able to maintain a single business culture by staying true to their core values no matter the geographical location of the business. One of the

Even though these compensatory rates identify minimum wage and overtime there are other categories as well. Some of these categories are severance pay, sick leave along with vacations and holidays. Due to this type of work, Jacobs must also comply with the Davis-Bacon and Related Acts (DOL), which focuses on wage equality for contractors and subcontractors. The local state wage laws are a factor in compensation factoring as well. Jacobs’s human resources personnel in conjunction with the legal office establish pay bands for all positions. This affords flexibility in the hiring process for potential negations by the potential employee as well as future performance pay. The manager of each work section is aware of the salary range along with what the local business unit will tolerate in regards to any increase in compensation. This is a key factor when annual evaluations are conducted, which may provide the employee the opportunity to receive an increase in financial compensation. Jacobs conducts annual evaluation through a process called the talent management system. Prior to the actual evaluation being conducted both the manager and employee are provided the opportunity to access the system. This access allows the employee to make any changes to their performance during the evaluation period. These changes could

In most instances, the daily human resource activities are standard; it is the potential nuances of government contracting, which presents the challenge for most human resource offices. Another notable challenge for the human resource department is the training of the key leaders and managers. Currently all of the required training conducted is through webinars, based on the efficiency and cost savings, the value and quality of understanding for the member participating, is not fully integrated in most cases for not only the local human resource personnel but also managers and employees. As mentioned earlier, for example the annual evaluations. In some cases, managers have not had extensive training in managing personnel nor how to properly conduct an annual evaluation and establish proper expectations. In most locations, the human resource office is the main point of contact for this information. Shi noted in the results of a study, which identified that both managers and subordinates should provide employees input on job encouragement for success and issues (Shi, 2007).This affords the human resource office an opportunity to provide not only general guidance as well as a certain level of legal information as to what the manager can or cannot