Designing a Gainsharing Program to Fit a Company's Operations

Article Abstract:

Gainsharing programs are presented along with guidelines for determining which plan is appropriate for a company's objectives. Basic features to three gainsharing plans are provided: Scanlon, Rucker, and Improshare. A feasibility study is the means for evaluating these gainsharing plans. Approaches for designing an alternative plan are included. Characteristics of gainsharing plans include productivity-based benefit sharing group administration, teamwork and cooperation, and macromeasurement. Productivity is measured using outputs and inputs. Major components for building gainsharing plans are detailed.

Standards, Measurement, Labor productivity, Incentives (Business)

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The effect of gainsharing on business performance at a papermill

Article Abstract:

Previous evaluations of gainsharing in companies have emphasized its effects on organizations. However, little attention has been given as to how gainsharing programs affect organizational performance. At a company called Commonwealth Paper, gainsharing affects business performance by providing both financial and social-psychological rewards. In this manner, the company achieves its performance goals.

Paper mills, Evaluation, Compensation and benefits, Paper industry, Organizational effectiveness, Gain sharing, Commonwealth Paper

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Gainsharing boosts quality and productivity at a BF Goodrich plant

Article Abstract:

Most gainsharing plans are traditionally based on individual capabilities. A BF Goodrich Co plant in Long Beach, CA, used a nontraditional team-based approach in its gainsharing program and was able to achieve successes in terms of improved quality and production goals. In addition, the company complemented the team concept with training, employee involvement and communication programs.

Plastics materials and resins, Tires and inner tubes, Industrial inorganic chemicals, not elsewhere classified, Management, Work groups, Teamwork (Workplace), Tire industry, Goodrich Corp.

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