How Incentive Systems Harmonized in Oracle
Human resource management performs the responsibility of managing workforce in an organization (Minbaeva et al., 2014). An effective human resource management concentrates on overall aspects that can motivate the workforce for providing the best efforts to achieve the organizational objectives (Shin et al., 2014). Incentive system is one of the most effective aspects of motivating the employees to perform efficiently within an organization. According to Shin et al., (2014), incentives system is defined as the method that attracts the attention of the employees and motivates them to work with more efficiency. The appropriate incentive systems improve the overall performance of the organization (Fuenfschilling, Geels & Raven, 2017). The study would thus specify the effectiveness of the incentive systems in harmonizing the organizational setting of Oracle. The study would focus on the contradictory views of different countries in which Oracle has established the operational environment. The major comparison is presented between the incentive process maintained by Oracle in Canada and in Singapore. The differences in the different culture-based locations would be discussed in this paper.
How the Incentive System helps in creating harmony within Oracle?
In usual cases, the organizations maintain different types of incentives systems to motivate the workforce, such as financial incentives and non-financial incentives (Gupta & Shaw, 2014). Oracle seeks to strengthen the accelerate innovations and product offerings for meeting the needs of the customers while performing the global acquisition activities. As a result, the company can avail the opportunity of expanding the partner opportunities. In order to meet this business objective, Oracle is concentrating on improving the performance management of the associated workforce. Oracle Incentive Compensation (OIC) is a global variable application of managing the incentive compensation, which helps in automating the administration, design, and transactional analysis for the pay-for-performance (Oracle.com, 2017). On the other hand, while operating in the Asian country like Singapore, the company has adopted the different approaches for providing the incentive facilities. It is notable that the management structure and the leadership styles in the organizations of Asian countries are different to the Western countries (Shin et al., 2014). The company thus prefers to restructure the incentive process by improve the capital benefits for the associated employees. The company maintains the hierarchal structure for managing the workforce in Singapore. The development of the capital or monetary benefits is fruitful for motivating and retaining the employees for a longer time. The cultural differences are the major reasons for such different strategic approaches undertaken by the company in order to meet the expectations of the global employees (Fuenfschilling, Geels & Raven, 2017). The company focuses on developing this incentive system to improve the incentive structure for the employees from different cultural background. The company deals with the people from different culture during the global acquisition. People with different perspective values may not be satisfied with the norms and cultures or the incentive pay structure determined by the company (Shin et al., 2014). Maintaining the effective personal relationships with the people from diverse cultural background helps in generating the knowledge about the perceptions and needs of the employees (Performance Culture, 2017). The efficient management can utilize such method to gather knowledge about the expectations of the global employees before implementing the incentive systems. Hence, the human resource management requires focusing on generating the sense of job satisfaction among the global employees. Therefore, the further study would discuss the findings gathered from the external sources regarding the cultural aspects that create impact on the incentive systems developed by the company.
Oracle has developed the incentive-based compensation for driving the automation of the administration, designs, and employee-benefits programs for the employees in Canada. The Enterprise Incentive Management developed by Oracle predicts, administers, and tracks the different payouts accurately. This system is developed for managing the corporate performance strategy on a global scale (Shin et al., 2014). Oracle in Singapore is much focused on building the momentum to capture the leading position in the locality. It is notable that from the large organizations to the small and medium enterprises seek harness the internet power. The leading technologies of the Oracle and the E-business suite are selected to develop the solutions of targeting the rapidly growing e-business market (Fuenfschilling, Geels & Raven, 2017). It has been observed that in a global scenario, the company deals with the various employees who belong to the different cultures. In such cases, it is necessary for the company to concentrate on the cultural aspects more specifically to establish such incentive compensation program (Fuenfschilling, Geels & Raven, 2017). With the implementation of the OIC (Oracle Incentive Compensation), the company aims to achieve three major factors, such as sales alignment, operational effectiveness, and financial control. These factors are discussed further in detail.
Oracle Incentive Compensation attempts to enable the direct selling behavior, which depends on the corporate objectives. The management believes that establishment of the communicational transparency would be helpful in planning and understanding the potential value of this incentive program. Especially, it would determine the feasibility for the global market scenario (Dobre, 2013). This program has the clear ability to drive the determined corporate objectives. This program provides the flexible plan including the graphical expression and multidimensional rate tables (Shin et al., 2014). However, it is noticed that in the different cultural dimensions, it becomes difficult for the management to maintain the harmony between the team members. The procedures may not serve the expectation level of the global employees. Therefore, it is necessary for the company to monitor and measure the effectiveness of the OIC program.
The incentive program developed by the company pays attention towards accelerating the deployment, designs, and modifications of the compensation plans. It is also one of the most beneficial processes of improving the operational effectiveness (Fuenfschilling, Geels & Raven, 2017). This program concentrates on meeting the go-to-market targets and the fiscal policies. Moreover, it is highly responsive towards the strategic and market shifts (Minbaeva et al., 2014). One of the major limitations is found in the reduction of the management staffing costs. The manually-handled transaction process sometimes can be faulty or disputed (Shin et al., 2014). However, the management finds out that the adjustments in the operational process would eliminate the error-prone manual drastically by reducing the efforts required for minimizing the disputes.
The OIC program manages the spreadsheet systems helps in improving the financial predictability regarding the incentive payouts (Minbaeva et al., 2014). While managing the incentive structure for the employees, it is essential to manage the sales rate. It is thus important to perform the comprehensive audits on the different payout program (Baumann & Stieglitz, 2014). The improvement of the regulatory compliance would thus be beneficial in managing the financial structure more specifically. On the other hand, it has been observed that in case of Singapore, the company has undertaken the different approaches for managing the working environment. In Singapore, Oracle offers almost 100% of the applications and tools. It is observed that the leadership approaches and the management style in Singapore are different to the other countries (Fuenfschilling, Geels & Raven, 2017). People are much reliable and dependent on the leaders. Oracle in Singapore is much focused on building the momentum to capture the leading position in the locality. It is notable that from the large organizations to the small and medium enterprises seek harness the internet power (Shin et al., 2014). The leading technologies of the Oracle and the E-business suite are selected to develop the solutions of targeting the rapidly growing e-business market. The cloud-based technological environment is utilized to accelerate the modernized method of human resource management (Minbaeva et al., 2014). Upgrading the cloud technologies helped in formulating the HR solutions for the benefits of the employees. The relevant infrastructure to achieve the goals helped the company to develop the effective scenario for the associated workers. The company even focused on developing the employee reward systems for motivating the employees. The company pays the attention towards the cultural aspects of Singapore before implementing the incentive plans. Oracle tries maintaining the flexibility with the employees in Singapore. Oracle has developed People Soft HR, which helps in enabling the global foundation for the HR data. It is even helpful procedure for improving the business processes as well. This software helps in fulfilling the varied local requirements from different countries. These signals are gathered on one single platform (Minbaeva et al., 2014). The company provides the talent management opportunities to the employees in Singapore. This type of employee incentives is much helpful for the company to manage the employees in a better way and improve their productivity.
Incentive systems worked as the most efficient process of motivating the employees and making them more committed towards the organizational functions (Lakhani, Kuruvilla & Avgar, 2013). The issues occur in a global scenario when the human resource management requires dealing with the global employees from different cultural background (Shin et al., 2014). In Canada, this particular incentive approach is quite feasible since it includes the employee development aspects. The non-monetary benefits for the employees in Canada would be much feasible for the business sustainability. It has been observed that the Incentive Compensation program developed by Oracle provides both the monetary and non-monetary benefits to the employees (Minbaeva et al., 2014). However, the hindrances are created due to the cultural differentiation. In such cases, it is essential for the managers to understand the major implications that would serve well in managing this culturally diverse scenario to implement the incentive program (Fuenfschilling, Geels & Raven, 2017). According to Cornelissen et al., (2015), managers need to identify the different managerial patterns and employee behavior regardless of national background. It is essential to understand the situation and gather the insightful knowledge about the employees’ perceptions at the initial stage of global acquisition. An efficient manager should always be flexible and prepared to accommodate the differences before implementing any initiative. This incentive program aligns the sales behavior to corporate goals and connects the sales incentives to business objectives. The major focus of this incentive program is to manage the complexity with lower TCO and higher agility, attract and retain the business partners, increase the wallet share, and moving beyond reporting the sales performance modeling (Grob & Benn, 2014). The company focuses on developing this incentive system to improve the incentive structure for the employees from different cultural background.
On the other hand, it is observed that the company has undertaken the different approaches in Singapore. The advanced system of HR solutions is quite effective for the employees from Singapore. They prefer much flexibility in the working scenario. The incentive system developed for these employees are quite different to the incentive systems in Canada (Shin et al., 2014). The maintenance of such flexibility and responsibilities would help in adding value to the operational process. The major motto of the managers is to be focused towards achieving the business goals by maintaining flexibility with the associated workforce (Fuenfschilling, Geels & Raven, 2017). Geert Hofstede presented his statement about the cultural differences in a global business. He stated, “There are no universal solutions to organization and management problems. Organizations are symbolic entities; they function according to implicit models in the minds of their members, and these are culturally determined”. It implies that the effective management has the ability to manage the different work atmosphere and make the employees engaged. The institutional theory suggests that the institutions are the social structures, which have attained the higher resilience level (Fuenfschilling, Geels & Raven, 2017). The composed cultural elements would ensure the progressive working atmosphere. This theory is presenting the conceptual idea about the personal connection, which is necessary for managing the workforce from different cultural background (Shin et al., 2014). Maintaining the effective personal relationships with the people from diverse cultural background helps in generating the knowledge about the perceptions and needs of the employees. The efficient management can utilize such method to gather knowledge about the expectations of the global employees before implementing the incentive systems (Minbaeva et al., 2014). According to Yeung and Coe (2015), the institutional theory ensures that the relationship-based commerce would prevail whereas the rule-based markets face difficulties to flourish. The institutional deficiencies are the major reason behind such ineffective rule-based management (Fuenfschilling, Geels & Raven, 2017). Therefore, it can be implied that the maintenance of the relationship based approaches would be significant enough in creating harmony through the unique incentive systems. The global employees would also feel secure in working with the organization for the longer time.
Conclusion
The study concentrates on the effectiveness of the incentive systems in Oracle to harmonize the organizational performance. The company has developed the unique Oracle Incentive Compensation program that is beneficial for managing the operational activities and financial controls. However, it has been observed while dealing with the global employees, it becomes much difficult for the management to develop the OIC program. Oracle seeks to strengthen the accelerate innovations and product offerings for meeting the needs of the customers while performing the global acquisition activities. As a result, the company can avail the opportunity of expanding the partner opportunities. The institutional theory determines that the managerial efficiency can be helpful in managing such situational hindrance. The company pays the attention towards the cultural aspects of Singapore before implementing the incentive plans. Oracle tries maintaining the flexibility with the employees in Singapore. Oracle has developed People Soft HR, which helps in enabling the global foundation for the HR data. Maintaining flexibility in job allocation is also one of the major aspects of creating harmony between the company and the global workforce.
References
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