Ralph Lauren Polo Reward system This firm has adapted a reward system that will maximize employee performance alignment with Polo’s objective and promote fairness to the employees. Therefore, its reward system promotes implementation of organizational goals and compromises personal interests. It leads to motivation of active employees because they are rewarded higher than inactive employees. Clients argue that Ralph Lauren Polo employees possess customers’ relation’s skills because they are trained on selling clothes hence they are rewarded appropriately. Therefore, this system is effective and may lead to expansion of market share and retention of its employees (Spitzer, 2009).
Ralph Lauren Polo Business environment The system delivers the value of performance to employees through aligning their goals to the reward system in order to center employees on organizational culture, perceptions and values. This involves positive feedback given by clients, which are compensated as bonuses or rewards. Polo’s reward system is consistent to the organizational culture to promote excellent reputation in the community because human resource is a feature of rewards system (Spitzer, 2009). This reward system equips Polo’s management with tools and strategies to reward employees according to the desired organizational culture. The organization culture of Polo is performance based to promote effectiveness of their reward system and fairness to the employees. This promotes alignment of employee performance to the objectives of Polo Corporation of expanding cloth sales business (Spitzer, 2009).
Equity among the employees The reward system gives guidelines to management to deny reward increases to poor performers who may not improve their skills. Therefore, employees are rewarded according to their performance through promotion and other incentives to increase fairness and align their performance with objectives of Polo. The Performance reward system is fair to all the employees in Polo to promote matching with the firm’s culture and objectives. Therefore, the system contains balances between the poor and best performers (Spitzer, 2009). S This promotes cooperation and alignment of employee performance with the operation and strategies of Polo. Management evaluates the opinions given by the supervisors through conducting checks to ensure that the reward system and employee performance are justifiable. The system encourages supervisors to help poor performers in Ralph Lauren Polo through description of their training and giving feedback (Spitzer, 2009).
Rewarding and allocation of income Performance reward system remunerates employees according to their contributions to the goals of Polo and the ability to use their skills to increase the organizations profits. It should be evaluated on its ability to reward high performers with an increase in salary, bonuses and promotion, in their jobs. Polo should involve the employees in making decisions regarding salary and motivation rewards in order to promote fairness and effective allocation of resources in their departments. Polo’s supervisors should be competent to make distinctions between employee performance levels to promote fair reward systems and alignment to the objectives of the firm (Spitzer, 2009).
Analyzing the abilities of the employees The systems enhance provision of reliable information from the supervisors regarding the performance of the employee’s hence promoting confidence between the employees and managers. This aspect is vital for development of a valuable performance reward system. Polo applies effective evaluation system to give opinions on the performance of employee in order to establish adequate reward systems. Performance system is evaluated according to the feedbacks given by the supervisors to match them with the Polo’s objectives. The systems should monitor and describe the employee’s performance regularly to promote the formation of reliable reward system (Spitzer, 2009).
Role of supervisors in designing reward systems in Ralph Lauren Polo Supervisors also coordinate distribution of resources to enable employee’s increase their performance and achievement of Polo’s goals. The supervisors also interpret goals of Polo to employees for their implementation and to promote increased performance. The firm recruits competent supervisors who have adequate experience and skills on the reward systems and clothing industry. Supervisors coordinate reward options and performance of the employees to promote the establishment of a fair system that promotes alignment with the objectives of the firm (Spitzer, 2009). Supervisors also give feedback on the employee performance to assist them improve their skills and effectiveness in the operations of the firm. They also determine reward increases based on the performance of the employees. Supervisors are accountable to the reward decisions they make and should exercise diligence when evaluating performance to promote fairness and alignment to Polo’s objectives (Spitzer, 2009).

Reference
Spitzer, D. (2009). Promotion of Polo apparels . Employee Incentives , 1-26.