Sally Student Section: 12427
Since its founding, Amazon has held its employees to a high standard which is a key reason for its success. However, the relationship between workers and the corporation has been obstructed by operational requirements and legal complications, which leaves them hesitant to get voluntarily vaccinated.
While the COVID 19 pandemic is still prevalent, Amazon is tasked with finding a way to maximize profits and productivity while home-delivered products are in high demand. Amazon’s revenue in 2020 reached an all-time high of $21.3 billion due to dedicated warehouse employees who showed tremendous work ethic. During this time, however, Amazon’s relationship with its workers has been tested. Between reports of long hours with little breaks, ending hazard pay, and executive expenditures, Amazon employees do not feel that the company is focused on the well-being of its workers. Additionally, remaining unvaccinated employees contributed to COVID-19 outbreaks in fulfillment centers which caused a dip in overall productivity. Increasing the trust between the company and its employees by focusing on worker health and safety can increase employees’ response towards the company. By appealing to what employees value, such as worker compensation and the benefits for employee vaccinations, Amazon will be able to increase vaccine rates and substantial revenue growth during the pandemic and this upcoming holiday season.
One solution to achieve this goal is to hold a virtual seminar that focuses on the benefits of getting the COVID vaccination. This seminar will highlight how a vaccinated workplace results in a safer and more productive environment and how vaccinated employees keep their families and friends safe. The conference will be paid, so workers can earn their hourly wages without leaving their homes, building trust between the workers and higher-up employees. However, a downside to this solution is because there is no direct incentive for the vaccine, employees may view the seminars for the wages and still be refuse to get the vaccine.
Another potential solution is to offer paid time for employees for vaccinations and recovery. This plan implements a direct reward for getting the vaccine, so employees will feel empowered to get vaccinated without sacrificing weekly wages. These vaccinations can be organized into a schedule that will ensure that there will always be employees available to workers while others are receiving their vaccines. A potential negative aspect of this plan is that it will take significant company resources to carry out this vaccine incentive efficiently. Scheduling conflicts, spreading information about the plan, and verifying vaccine records may be potential challenges.
Because employees will feel valued and rewarded with compensation, the second solution is a viable plan to instill trust among employees while carrying out vaccines.
The first step to implementing this solution is creating a fo
SMU284
This case was written by Dr. Poornima Luthra and Christopher Dula at Singapore Management University. The case was
prepared solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective
handling of a managerial situation. Certain names and other identifying information may have been disguised to protect
confidentiality. The case was developed in conjunction with the Singapore Human Capital Leadership Institute (HCLI).
Copyright © 2014, Singapore Management University and Human Capital Leadership Institute Version: 2014-06-09
SMU Classification: Restricted
INTERGENERATIONAL MANAGEMENT AT GLAXOSMITHKLINE IN
ASIA PACIFIC
Each generation imagines itself to be more intelligent than the one that went before it, and
wiser than the one that comes after it.
– George Orwell
It was September 2013 and Kimberly Wong, an external consultant working with GlaxoSmithKline
(GSK), a large multinational healthcare company, had just boarded a Singapore bound flight from
Manila with her colleague. After taking their seats they began to discuss the long business trip they
were returning from. The two had visited GSK offices throughout the region, conducting interviews
and collecting detailed information to examine how well senior management was addressing gaps
in GSK’s talent pool while tackling intergenerational workforce issues. Upon their return to
Singapore they would be meeting with the vice president of human resources, Asia Pacific at GSK,
to share their observations and analysis of the two issues they had investigated. Wong turned to her
colleague:
GSK has three different generations together in the workplace. This is a fairly new phenomenon
since people are living longer than ever – it does present some challenges. As a whole, each
generation has a different set of characteristics and are at separate stages of their lifecycle.
Each has a distinct outlook on life and its own set of expectations. There are certainly some
commonalities but there are also genuine differences.
From a managerial perspective, Wong wondered how best to motivate those in each generation
while maintaining impartiality. In general, intergenerational tensions could easily arise through ill-
conceived HR policies, inadequate HR tools or even the wrong leadership style. Diminished
performance and higher attrition rates were very real consequences.
Impressive economic expansion far outstripped stagnant population growth in key Asia Pacific
countries, which had resulted in chronic talent shortages. This shortage was particularly acute for
general management and other senior positions. Those with professional talent found themselves in
quite a favourable position given the abundance of jobs available to them. Wong commented:
This situation is compounded by the fact that Baby Boomers – the oldest and largest generation
in the workforce – are beginning
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