Business Commons^™

Revolutionizing Workplace Culture Through Scanlon Gain Sharing, Dow Scott, Paul Davis

Dow Scott

No abstract provided.

Assessing Reward Effectiveness: A Survey Of Reward, Hr, And Line Executives, Dow K. Scott, T. Mcmullen

Dow Scott

No abstract provided.

Rewards Next Practices: 2013 And Beyond, Dow K. Scott, T. Mcmullen

Dow Scott

No abstract provided.

Scanlon Principles And Processes: Building Excellence At Watermark Credit Union, Dow Scott, P Davis, C Cockburn

Dow Scott

No abstract provided.

Annual Cash Incentives For Managerial And Professional Employees, Dow Scott, T D. Mcmullen, M Wallace, D Morajda

Dow Scott

No abstract provided.

Gainsharing And Eva: The United States Postal Service Experience, Dow Scott, G Shivers

Dow Scott

No abstract provided.

The Impact Of The Scanlon Plan On Retail Store Performance, Dow Scott, J Floyd, J W. Bishop, P G. Benson

Dow Scott

No abstract provided.

Factors Influencing Employee Beliefs That Pay Is Tied To Performance, M J. Vest, Dow Scott, J M. Vest, S E. Markham

Dow Scott

The unique relationship of perceived pay level equity, perceived appraisal accuracy, merit increase satisfaction, trust in supervisor, and trust in top management to employee beliefs that pay is tied to performance was investigated in a sample of 658 managerial, professional, and clerical employees. Pay level equity, merit increase satisfaction, and trust in top management exhibited a significant unique relationship. Post hoc analysis found appraisal accuracy exhibited a significant unique relationship with belief that pay is tied to performance among employees receiving a lower or higher than expected performance appraisal, but not among employees receiving the expected performance appraisal.

The Influence Of A Merit Pay Guide Chart On Employee Attitudes Toward Pay At A Transit Authority, Dow Scott, S E. Markham, M J. Vest

Dow Scott

The influence of the merit pay guide chart on managerial, professional, technical, and clerical attitudes toward pay is examined in a large transit authority. Although findings indicate that both instrumentality and merit pay satisfaction are influenced by a merit pay guide chart (i.e. position in range and performance ratings) and the size merit increases, the relationship are not necessarily in the predicted direction. Regression analysis indicated that the impact of guide chart ratings on merit pay satisfaction is considerably more than on instrumentality belief. Employees who received merit increases larger than suggested by the guide chart are more satisfied with …

Self-Rated Performance And Pay Satisfaction, Merit Increase Satisfaction, And Instrumentality Beliefs In A Merit Pay Environment, M J. Vest, Dow Scott, S E. Markham

Dow Scott

The relationship of self-rated performance to pay level satisfaction, merit increase satisfaction, and instrumentality beliefs in a merit pay environment is investigated. Self-rated performance exhibited a significant negative relationship with all three variables beyond that accounted for by control variables. Implications and suggestions for future research are discussed.

An Investigation Into Pay Valence And Performance In A Pay-For-Performance Field Setting, J B. Fox, Dow Scott, J M. Donohue

Dow Scott

Inconsistent findings have been reported in the few studies investigating the relationship between the perceived value of pay and incentive performance. One hundred and seventy-eight female incentive employees with a nine-week, non-judgmental performance measure responded to a developed valence of pay scale. This measure used items assessing the perceived ability of pay to address employee needs. Three factor-scales were found within these items. Support for the hypothesized positive relationship between pay valence and incentive performance was found, dependent on which of the three scales was used. These findings provide initial insight into the means by which pay, with its ability …

The Evolutionary Development Of A Scanlon Plan, S E. Markham, Dow Scott, W G. Cox

Dow Scott

Xaloy Inc.'s (Pulaski, Virginia) experiences in implementing a Scanlon Plan - a specific form of gainsharing - are traced. This evolution, which spanned 7 years, is explained in terms of what was done at each step, the reasons for each step, and the outcomes. It starts with the laying of the foundation of the plan in 1984 to 1985 through the exploration and development of the plan, from 1985 to 1986, and through 2 trial periods, from 1986 to 1989. From this experience, it is condluded that the design and implementation of a Scanlon Plan is based on incremental improvements. …

National Gainsharing Study: The Importance Of Industry Differences, S E. Markham, Dow Scott, B L. Little

Dow Scott

This survey of gainsharing plans across industries leads to the conclusion that there are major differences in the degree to which gainsharing is used in various sectors of the U.S. economy.

Gainsharing Experiment In Health Care, S E. Markham, B L. Little, Dow Scott

Dow Scott

While gainsharing in the hospital industry is in its infancy, the successful experiments reported here may stimulate others in the industry to try this approach to improving services and increasing productivity.

The Empirical Verification Of Key Linkages In The Transit System's Pay-For-Performances Program, S E. Markham, Dow Scott, F S. Hills

Dow Scott

No abstract provided.

A New Job For The 1990'S: The Productivity-Gainsharing Coordinator May Be The Answer To Improved Employee Productivity, S E. Markham, Dow Scott

Dow Scott

No abstract provided.

Attitudes Of Transit Employees Toward Merit Pay, Dow Scott, M J. Vest, F S. Hills, S E. Markham

Dow Scott

Employee Incentives In The Public Sector: A National Survey Of Urban Mass Transit Authorities, D L. Deadrick, Dow Scott

Dow Scott

A survey of 222 transit directors on the use of financial incentive programs (FIPs) showed that merit pay was the most widely used FIP, followed closely by noncash incentives. Concerning performance measures, 97% of the merit pay programs utilized a supervisory performance evaluation, with attendance being the 2nd most important job behavior cited. Increased employee motivation was the most frequently cited benefit of merit pay programs, with reduced absenteeism and tardiness also seen as major improvements. 88% of the merit pay programs were judged to be effective

Merit Pay: Just Or Unjust Desserts, F S. Hills, Dow Scott, S E. Markham, M J. Vest

Dow Scott

Investigated a merit pay system within the context of a large transit organization on the West Coast. More then 800 employees (aged 26–67 yrs) completed a survey questionnaire; they had an average length of service of 13.5 yrs, ranging from 1 to 44 yrs. One finding of the study was that an employee's performance score was significantly related to the job worth score, as measured by the job grade for each employee's position. This finding suggests a form of systematic bias in performance evaluation scores. The present authors suggest a general procedure (consisting of 4 delineated steps) for evaluating any …

Tracking The Merit Of Merit Pay, F S. Hills, R M. Madigan, Dow Scott, S E. Markham

Dow Scott

No abstract provided.

Boost Productivity With Employee Contests, Dow Scott

Dow Scott

No abstract provided.