Documente Academic
Documente Profesional
Documente Cultură
PERFORMANCE INCENTIVES
Using incentives opens up possibility of obtaining substantial performance gains
BUT increases possibility of something going wrong like 2008-2009 crisis
o Subprime mortgages were key cause of crisis
o But it was also riddled with perverse inceptives that forced employees to take more risk
o Unintended consequences of unethical behavior, higher employee turnover, and more
envy/discontent
o So Morgan Stanley developed “clawbacks” that could force executives to return
bonuses under conditions like unethical conduct
today incentives are 12% of payroll
related fairly strongly to performance quantity (0.34) even though they were not related to
quality
classify different incentives and relate pay to performance all the time
MERIT-PAY SYSTEMS
90% of US employers use merit pay
but doesn’t work:
o incentive value of reward is too low
give someone a $5000 raise and she keeps 250 a month after taxes
o link between perf and rewards are week
survey of 10,000 workers, 35% believed performance determines pay
fewer than 40% of top performers believe they receive better pay than average
performers
o supervisors resist performance appraisal
few supervisors are trained to give feedback comfortably and accurately
afraid to make distinctions among workers
o union contracts influence decisions
failure to match union wages invites dissension and turnover in nonunion
o annuity problem
past merit payments are incorporated into base salary and form an annuity
allow productive individuals to slack off for several years and still earn high pay
Barriers can be overcome
o Lincoln Electric boasts 2x productivity rate compared to other manufacturers
Pays employee for productivity and ONLy for productivity
Promotes employees for productivity and ONLY for productivity
o Providing variable pay means 68% more likely to report outstanding financial perf
o But this might be because of the Sorting effect
Those who do not want to have pay tied to perf don’t accept jobs at such
companies, or they leave when pay-per-perf is implemented
TEAM INCENTIVES
to increase productivity and improve morale
appropriate when jobs are highly interrelated
make it possible to reward workers that provide essential services to line workers (indirect
labor) & encourage cooperation among workers
Disads
o Competition between teams
o Inability of workers to see individual contributions and link between effort and rewards
o Top performers often feel disenchanted by having to carry free riders
ORGANIZATIONWIDE INCENTIVES
Profit sharing
o Deferred or discretionary
o Pay out if firm meets profitability target
o Provides group incentive for productivity, retirement income for employees, flexible
reward that reflects company’s economical position, enhance security and ID with
company, attract retain, educates about company’s bottom line
o BUT most employees don’t feel their jobs have direct impact
Profits depend on so many other factors beside operating efficiency (consumer
demand, global competition, accounting)
o Most plans: bonus based on percentage of profits
o Improves productivity in 9/10 instances in a review of 27 econometric studies
o Productivity generally 3-5% higher in firms with profit-sharing
o Not clear about causal relationship
Potential to make labor costs variable in relation to profits only realized if profit
sharing survives years when no payouts are made
Actual success depends on stability and security of work environment and
macro factors
Gain sharing
o Results-based program that links pay to performance at facility level
o Focuses on achieving savings in areas over which employees control—reducing scrap or
lower labor or utility costs
o 12% of firms use this, mostly in manufacturing
o 3 elements comprise of
philosophy of cooperation
org climate characterized by high levels of trust, two-way comms,
harmony
involvement system
structure and process for improving org productivity
financial bonus
determined by calculation that measures differences btwn expected
and actual costs during bonus period
o high cooperation info sharing increase employee involvement
o differences from profit sharing
based on emasure of productivity, not profitability
frequent events, monthly or quarterly, not annual
current-distribution plans instead of deferred payments
o if work well, improves sales, customer satisfaction, profits in 4-5% range
o BUT ABANDONED
Does not work in piecework operations (sales)
Returns dwindle with increasing plan size
Firms uncomf with unions being in biz planning
Managers feel they give up prerogatives
o Requires indepth planning
Employee stock ownership plans
o 12,000 ESOPs in 2014 with 11 million participants (< 3% are public companies)
o established to increase employee involvement in decision making
o shows employment growth, faster wage growth, and higher average wages
o resort to layoffs less frequently
o established because…
tax-favored, company-financed transfer of ownership from owner to employees
borrowing money inexpensively
firm borrows money from bank using stock as collateral, places stock in
employee stock-ownership trust
as loan is repaid, trust distributes stock at no cost to employees
companies deduct principal as well as interest on amount borrowed
lenders pay taxes on only 50% of income from ESOP loans
belief in employee ownership
additional employee benefit
45 case study longitudinal research says that stock ownership alone does not increase
productivity or motivation
BUT
o ESOP satisfaction is highest in companies that make large contributions to the plan and
has management committed to employee ownership and communication of ESOP,
perfroamcne, and future company plans
o Employees are satisfied if ESOP is made for employee-centered reasons rather than
financial/strategic reasons (anti-takeover device or tax-savings)
234 pairs of ESOP vs nonESOP—ESOP had increased sales, employement and sales per employee
by 2.3-2.4% per year
o also more likely to offer other retirement plans
o 33% of ESOP offered 401k savings plans, while 6% of non-ESOP companies did
but ESOP is not risk free
o not all ESOPs are created equally
o sometimes tradeoff for other wages or benefits
mostly overall net addition though
o ESOPs may not be ensured and if company is bankrupt, stock is worthless
o