Home International is a furniture manufacturer and online retailer. The organisation is a family-owned business that was started over 30 years ago, and currently employs 175 people on full-time or part-time contracts in the UK. They have offices based in Oxford, Munich, Santa Cruz, Suez, and Kuala Lumpur. The organisation is growing and reaching a wider market due to the growth of online furniture shopping. The organisation has grown during the pandemic, as clients have decided to invest in their homes. More and more people are changing their habits and purchasing sustainable products, which is seen as a positive, because Home International specialise in this area. However, the business is currently in the process of reviewing all its policies, as Brexit means there have been several changes to rules regarding importing and exporting. This review includes people management processes in areas such as performance and reward. The objective is to cut costs, improve profits and reduce turnover. Each office has a factory where the furniture is made and distributed on a global scale. Recently, the organisation has seen a higher turnover among the factory operatives who are aged 18 - 32 years old, whereas the office employees stick around for longer, and have an age range from 48 to 68 years old.

An evaluation of two principles of reward. An evaluation as to why organisational culture and performance management are important to reward (AC1.1).

Confident evaluation of two principles of rewards, for example: transparency, fairness, consistency, a balance of intrinsic and extrinsic rewards (total rewards), alignment with organisational objectives.

Confident evaluation of why culture and performance management are important to reward.

Confident links to wider reading and working examples used to support ideas and in line with the assessment brief. Presentation is of a high professional standard.