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Pay-for-knowledge can increase productivity while providing workers with a more interesting and challenging work environment. Pay-for-knowledge compensates employees for adding value to the enterprise. Under a pay-for-knowledge system, workers receive [...]

Success Through a Quality-Based Sales Incentive Program Most companies that sell personal computers and other 'high tech' products pay commissions or bonuses to their salespeople based on either gross sales [...]

If Chinese astrology is accurate, anticipate friendly competition and journeys to distant lands because 2002 is the Year of the Horse. According to ancient beliefs, the beloved stallion represents strength [...]

E.I. Du Pont de Nemours and Company Inc's fiber department has developed a program which enables employees to have a stake in whether the firm achieves profit goals. Put into effect in January 1989, 900 of the department's 20,00 workers decided to make part of their compensation dependent on company profits. Aspects of the program include: it is based on the performances achieved by the department's 25 businesses; every February employees are paid on a sliding percentage scale based on whether the department has achieved its goals; and it includes all employes at all levels. Du Pont utilized an extensive education/communication program to educate employees about profit-sharing, and the firm has realized that other companies that are interested in developing such a program need to make sure it reflects organizational values.

At Air Products and Chemicals Inc., a Pennsylvania producer of industrial gases, the human resources staff works closely with the company's financial and operations planners. In order to maintain a work force that contributes to the company's long-range goals, the personnel directors at Air Products and Chemicals keep themselves informed of emerging technologies and maintain close contact with line supervisors. Air Products and Chemicals has a flexible career development program that encourages college recruits to accept temporary assignments in several departments. The company has also developed a succession planning program, which identifies 600 workers in 300 key job positions, and provides detailed information on the incumbents and their possible replacements.

A multifactor productivity gain sharing program at Volvo's Kalmar manufacturing plant is examined. Under the program, all employees share in the financial benefits of improved factory productivity. The goals of the plan are to increase employee identification with the interests of the company, increase employee participation in the decision making process, promote equity within the company, and improve managerial competence. In general, the program has produced favorable results; 70 percent of the employees rated the wage system either fair or very fair.

Hardee's: One Step Ahead In the Race for Employees In the fast-food industry, the battle for customers has never been more intense. Yet, as formidable as that struggle is, it [...]

Employee recognition programs, including the use of incentive awards, are effective human relations tools to improve recruiting and retention results, and to increase company productivity, morale, loyalty, and sales motivation. The New York-based NYNEX organization, composed of 12 firms stemming from the AT and T breakup, demonstrates the trend toward upgraded award plans that are more suitable to a changing workforce. NYNEX has developed a Service Recognition Program with several types of employee recognition, including five-year rewards of tasteful gifts created by Tiffany and Co. for NYNEX. The costs of this award winning program, and its benefits, are discussed.