Resourcing, talent and reward management
Assignment Brief
BH7626 Assignment Briefing (level 7)
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Module Name
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Resourcing, talent and reward management
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Module Code
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BH7626
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Assignment Title
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Reward Management Case Study Report
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Type of Submission
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Individual Report
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Weighting of the assignment in the overall module grade
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50%
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Word Count/Time allocation (for presentations)
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2,000 (-/+10%, excluding reference list and optional appendix etc.)
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Assignment Task
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This assignment is a case study report. You are asked to critically analyse the reward environment of the case firm - “Green Fingers Garden Centres”, and design a suitable reward system, which will demonstrate good practice in serving the future needs of the business, its clients and its employees. Please review the case carefully and write a report that covers the tasks attached (up to 2,000 words).
Green Fingers Garden Centres
This is a new company, set up by a group of people who worked for the biggest chains of Garden Centres in theUK, and have now decided to set up their own organisation. They have obtained money from venture capitalist bodies, and have the ambitious aim of being one of the biggest garden centre companies in the country in the next ten years.
A number of new garden centres are being opened across the country. Initially, for the next two years at least, each garden centre will have its own autonomy in relation to a lot of human resource policies. The centre being set up on the outskirts of Kingston will employ about 80 people when it opens in three months’ time.
As the newly appointed HR Manager, your job, amongst other things, is to put a Reward Strategy and policies in place before the first staff are recruited, so the reward strategy has to contribute to successful recruitment and selection. The staff are expected to include a Centre Manager and two deputies, four departmental managers, a small number of administrators, 30 sales staff, team leaders, 12 kitchen and waiting staff (there will be a cafe on site), and outdoor staff, looking after plants and handling deliveries. It is anticipated that up to a quarter of the staff will be part-time. There are no plans to recognise trades unions. The centre will be open from 8.00 to 6.00 pm 6 days a week, with 10. to 4.00 pm opening on Sundays. It will be open 52 weeks of the year.
You have to prepare a report to the new central HR Director, sketching out your approach to rewards for the Kingston site. You need to design a financial reward system for Green fingers which includes the following tasks.
- Analyse the reward environment and identify an overall reward strategy what will inform its reward decisions.
- Identify and discuss the base pay structure and other possible financial components.
- Justify your answer.
As you develop your report bear in mind that you will need to:
- Draw on the evidence reported in the case study
- Be specific and justify what you propose.
- Explain and justify the sources of data you will need where appropriate.
- Consider HR as a system and therefore the practices need to be aligned and
- Draw on the academic literature to support your analysis and justifications.
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Background/Context
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This assessment focuses on critically reflecting on the differing perspectives of reward management that take into account the external environment, workforce diversity, organizational strategy and professional ethics.
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Suggested structure of the report
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Cover page
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This should include the title of your report, student number and word count. DO NOT include your name. This part is excluded from the word limit.
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Content page
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Provide a list of section with page numbers (excluded from the word limit).
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Executive summary
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Summary of your whole report, including key recommendations (excluded from the word limit).
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Introduction
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Short introduction to the report setting out what the aims and objectives of the report are, what the report will cover and why.
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Analysis
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An overall reward strategy for Green fingers
- 1.1 Assess the reward environment (e.g. business drivers, internal as well as external factor that may impact on rewards…)
- 1.2 Identify an overall reward strategy that will inform its reward decisions
- 1.3 Explain and justify the sources of data you use.
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Recommendations
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Design a financial reward system for Green fingers
- 2.1 Identify the specific financial rewards you propose to
- introduce
- 2.2 Be specific and justify what you propose
- 2.3 Explain and justify the sources of data you use.
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Conclusion
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This section should draw together the main points from your analysis and recommendation and highlight how your report will contribute to help the case firm in managing employee rewards. It should reach an overall conclusion as to the extent and effectiveness of reward management in the case firm.
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References
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A full list of all sources of information used must be included (websites, books, journal articles). This should follow the Harvard system and be presented in alphabetical order by Author’s surname (excluded from the word limit).
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Presentation
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1.5/2 line spacing and font size 12 (Arial or Times New Roman) is recommended.
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Length
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The report must be up to 2000 words, excluding the cover, contents page, references and appendices. Reports that exceed this limit by more than 10%, will have 10% deducted from the mark (70% is reduced by 7 marks to 63%).
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Assessment Criteria
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See the attached assessment grid.
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Sample Answer
Reward Management at Green Fingers Garden Centres: An Academic Analysis
Introduction
Reward management is one of the most important areas of human resource management (HRM) because it influences employee motivation, engagement, and performance. For organisations operating in highly competitive industries such as retail, an effective reward system is not only about ensuring fair pay, but also about developing a culture of recognition, equality, and career progression (Armstrong & Brown, 2019). Green Fingers Garden Centres, a national chain of retail garden centres in the UK, is facing challenges with recruitment and retention of staff, difficulties in creating equality in pay and career opportunities across its branches, and limited alignment between its reward strategies and business goals.
This essay analyses Green Fingers’ current reward environment, evaluates the use of financial and non-financial rewards, explores job evaluation approaches, considers methods for engaging staff in reward decisions, and develops recommendations to improve staff recruitment, retention, and engagement. The essay applies relevant HRM and reward management theories to the case study and highlights how Green Fingers can strengthen its reward practices to remain competitive in the UK retail sector.
The Reward Environment at Green Fingers
Reward management is shaped by both internal and external factors. Internally, Green Fingers must consider its business objectives, organisational culture, and workforce demographics. Externally, it faces the competitive retail environment, rising living costs, and expectations for fair wages and equality in the workplace.
The UK retail sector is known for high staff turnover, seasonal demand, and wage pressures (Chartered Institute of Personnel and Development [CIPD], 2023). Garden centres, like supermarkets and DIY stores, depend heavily on customer service staff, many of whom are part-time, temporary, or early-career employees. This makes recruitment and retention particularly difficult. If Green Fingers does not provide attractive rewards, employees are likely to move to other retail chains offering better pay or flexible hours.
The company also faces challenges of equality and transparency. Branches may have inconsistent pay structures or career development opportunities, leading to perceptions of unfairness among employees. According to Adams’ (1965) Equity Theory, employees who perceive unfairness in pay or recognition compared to their colleagues are less motivated and may eventually leave. For Green Fingers, this highlights the need to develop a fair, consistent, and transparent reward framework that addresses both financial and non-financial aspects of work.
Financial Rewards
Financial rewards are the most obvious and often the most powerful motivator for employees in retail. Green Fingers currently pays staff an hourly wage, but evidence suggests that basic pay alone is not sufficient to retain staff in a competitive environment.
Basic Pay and Living Wage
Employees in retail expect at least a fair wage that meets the cost of living. The UK’s National Living Wage has risen steadily in recent years, and organisations that pay only the minimum may struggle to retain staff. Research shows that employees working in companies accredited by the Living Wage Foundation report higher levels of morale and commitment (Wills & Linneker, 2014). Green Fingers should therefore consider adopting a Living Wage policy to signal fairness and responsibility.
Performance-Related Pay (PRP)
Performance-related pay links financial reward to individual, team, or organisational performance. In a retail context, this could involve sales bonuses, customer service awards, or store performance incentives. However, PRP must be carefully designed. Vroom’s (1964) Expectancy Theory suggests employees are motivated when they believe effort leads to performance and performance leads to reward. If targets are unrealistic or rewards too small, PRP may have little effect. For Green Fingers, simple and transparent schemes such as team-based sales bonuses or seasonal performance incentives may be more effective than complex individual schemes.
Benefits and Discounts
Employee benefits are another form of financial reward. Green Fingers could expand its package by offering staff discounts on garden products, flexible pension schemes, or support with travel costs. These small but meaningful benefits improve employee loyalty and reduce turnover, particularly in lower-paid sectors. According to Armstrong (2021), benefits are a valuable part of the “total reward” package because they enhance employees’ sense of being cared for by the organisation.
Continued...
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