Is gainsharing the wave of the future?
Article Abstract:
Gainsharing is a team bonus structure in which the whole workforce attempts to surpass previous performance and attain target gains. If the initiative is successful, the gain is shared across the organization which receives cash for their participation. The workforce usually gets half of the gain through bonuses while the company receives the other half in savings. The concept of gainsharing has its roots in the Scanlon Plan, which dates back to the 1930s, the Rucker Plan, which was first introduced in the 1940s, and the ImproShare which was created in 1973. Major companies that are already offering gainsharing incentives include Georgia Pacific, Huffy Bicycle, Inland Container, Eaton Corp., Mead Paper, TRW and General Electric. However, there are only approximately 2,200 organizations that are employing gainsharing rewards.
Publication Name: Management Accounting (USA)
Subject: Business, general
ISSN: 0025-1690
Year: 1995
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Earning your way
Article Abstract:
Productivity-based incentive systems are becoming the rule in employee bonus determinations. A survey by Ernst & Young of New York, NY, reflecting a 7% drop in bonus receipients among middle level executives, shows that companies are actively linking pay with performance. Such incentive systems provide executives with a personal stake in the company's success. This also removes the emphasis from the annual based bonus that is considered more of an entitlement than an incentive.
Publication Name: Small Business Reports
Subject: Business, general
ISSN: 0164-5382
Year: 1992
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Incentives for employed inventors: an empirical analysis with special emphasis on the German Law for Employee's Inventions
Article Abstract:
The incentive system under the German Employee's Inventions Act was evaluated. German R&D workers expressed dissatisfaction over the provisions of the German legislation. The law was criticized for its inability to provide prompt compensation to inventors, the vagueness of its compensation guidelines and the lack of an efficient system to calculate compensation. Such inadequacies had a negative impact on R&D workers' motivational level.
Publication Name: R & D Management
Subject: Business, general
ISSN: 0033-6807
Year: 1995
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