Lexmark Canada Case Study

In: Business and Management

Submitted By MercedesReding
Words 1524
Pages 7
Lexmark Canada
Case Study

The Lexmark Corporation is a financially strong organization that was spun off from the IBM Corporation to be a standalone business and this has caused some restructuring within the company. The sales department underwent a major shift from individual compensation packages to a team compensation concept that was not immediately embraced by everyone in the organization which led to some defections and put the company in a position to be short staffed. This raised questions about the concept itself and whether it was a workable plan and also if the compensation is an adequate motivator and measure of personal performance. The analysis of this case really comes to the point of do they have the right people to make this team work? And thru continuing education can the company get and retain the right people? Is the compensation package correct? These questions and more will be addressed. The problem started by being short staffed almost from the start when two account managers quit due to lack of control of their earnings as they saw it and disappointment from not being chosen as team leader. Getting the right people on board quickly and effectively would be a key, but “As difficult as it is, resist the temptation to hire for the short-term because bad hires are poison.” (Tao, 2012) This is true in this case because they were worried about making quotas, but if they hire the wrong person then it only sets the company farther behind. This is all a huge part of the salesforce socialization. “Salesforce socialization refers to the process by which salespeople acquire the knowledge, skills, and values essential to perform their jobs.” (Ingram, 2012) The wrong hire can not only damage morale, but can make the work place a nightmare when trying to get goals determined, values conveyed and problems resolved. A new hire with a “me first”…...

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