PowerPoint Presentation by Charlie Cook
Copyright © 2004 South-Western. All rights reserved.
Objectives
After studying this chapter, you should be able to:
1. Discuss the basic requirements for successful
implementation of incentive programs.
2. Identify the types of, and reasons for
implementing, individual incentive plans.
3. Explain why merit raises may fail to motivate
employees adequately and discuss ways to increase
their motivational value.
4. Indicate the advantage of each of the principal
methods used to compensate salespeople.
Copyright © 2004 South-Western. All rights reserved.
10–2
Objectives (cont’d)
After studying this chapter, you should be able to:
5. Differentiate how gains may be shared with
employees under the Scanlon, Rucker, Improshare,
and earnings-at-risk gainsharing systems.
6. Differentiate between profit-sharing plans and
explain advantages and disadvantages of these
programs.
7. Describe the main types of ESOP plans and discuss
the advantages of ESOP to employers and
employees.
Copyright © 2004 South-Western. All rights reserved.
10–3
Strategic Reasons for Incentive Plans
• Variable Pay
 Tying pay to some measure of individual, group, or
organizational performance.
• Incentive Pay Programs
 Establish a performance “threshold” to qualify for
incentive payments.
 Emphasize a shared focus on organizational
objectives.
 Create shared commitment in that every individual
contributes to organizational performance and
success.
Copyright © 2004 South-Western. All rights reserved.
10–4
Advantages of Incentive Pay Programs
• Incentives are most useful when:
 Focused on key performance targets that produce
employee and organizational gains.
 Variable costs of payouts are linked to the
achievement of competitively important results.
 Directly relating payouts to achieving operating
performance objectives (quantity and/or quality).
 Teamwork and unit cohesiveness are fostered by
basing payments to individuals on team results.
 Used to distribute success among those responsible
for producing that success.
Copyright © 2004 South-Western. All rights reserved.
Figure 10.1
Presentation Slide 10–1
10–5
Employee Opposition to Incentive Plans
• Production standards are set unfairly.
• Incentive plans are really “work speedup.”
• Incentive plans create competition among
workers.
• Increased earnings result in tougher standards.
• Payout formulas are complex and difficult to
understand.
• Incentive plans cause friction between
employees and management.
Copyright © 2004 South-Western. All rights reserved.
Presentation Slide 10–2
10–6
Types of Incentive Plans
INDIVIDUAL
GROUP
ENTERPRISE
Piecework
Team compensation
Profit sharing
Standard hour plan
Scanlon Plan
Stock options
Bonuses
Merit pay
Rucker Plan
Improshare
Employee stock
ownership plans
Lump-sum merit pay
Earnings-at-risk plans
(ESOPs)
Sales incentives
Incentives for
professional employees
Executive compensation
Copyright © 2004 South-Western. All rights reserved.
Figure 10.1
Presentation Slide 10–3
10–7
Successful Incentive Plans
• Employees have a desire for an incentive plan.
• Employees are encouraged to participate.
• Employees see a clear connection between the incentive
payments they receive and their job performance.
• Employees are committed to meeting the standards.
• Standards are challenging but achievable.
• Payout formulas are simple and understandable.
• Payouts are a separate, distinct part of compensation.
Copyright © 2004 South-Western. All rights reserved.
10–8
Assessing Incentive Program Effectiveness
Source: Christian M. Ellis and Cynthia L. Paluso, “Blazing a Trail to Broad-Based Incentives,” WorldatWork
Journal 9, no. 4 (Fourth Quarter 2000): 33–41. Used with permission, WorldatWork, Scottsdale, Arizona.
Copyright © 2004 South-Western. All rights reserved.
HRM 1
10–9
Setting Performance Measures—the Keys
• Managers or supervisors should:
 Ensure that performance measures are consistent
with the strategic goals of the organization.
 Define the intent of performance measures and
champion the cause relentlessly.
 Involve employees at all levels.
 Consider the organization’s culture and workforce
demographics.
 Widely communicate the importance of
performance measures.
Source: Source: Adapted from Christian M. Ellis, “Improving the Impact of
Performance Management,” Workspan 45, no. 2 (February 2002): 7–8.
Copyright © 2004 South-Western. All rights reserved.
HRM 2
10–10
Effective Incentive Plan Administration
• Grant incentives based on individual
performance differences.
• Have the financial resources to reward
performance.
• Set clearly defined, accepted, and challenging
yet achievable performance standards.
• Use an easily understood payout formula
• Keep administrative costs reasonable.
• Do not “ratchet up” performance standards.
Copyright © 2004 South-Western. All rights reserved.
10–11
Individual Incentive Plans
• Straight Piecework
 An incentive plan under which employees receive a
certain rate for each unit produced.
• Differential Piece Rate
 A compensation rate under which employees whose
production exceeds the standard amount of output
receive a higher rate for all of their work than the rate
paid to those who do not exceed the standard
amount.
Copyright © 2004 South-Western. All rights reserved.
10–12
Computing the Piece Rate
60 minutes (per hour)
12 minutes(standard time per unit)
$7.50 (hourly rate)
= 5 units per hour
= $1.50 per unit
5 units (per hour)
Copyright © 2004 South-Western. All rights reserved.
10–13
Piecework drawbacks
• Problems with piecework systems:
 Piecework standards can be difficult to develop.
 Individual contributions can be difficult measure.
 Not easily applied to work that is highly mechanized
with little employee control over output.
 Piecework may conflict with organizational culture
(teamwork) and/or group norms (“rate busting”).
 When quality is more important than quantity.
 When technology changes are frequent.
 When cross-training is required for scheduling
flexibility.
Copyright © 2004 South-Western. All rights reserved.
10–14
Individual Incentive Plans:
• Standard hour plan
 An incentive plan that sets pay rates based on the
completion of a job in a predetermined “standard
time.”

If employees finish the work in less than the expected
time, their pay is still based on the standard time for the
job multiplied by their hourly rate.
Copyright © 2004 South-Western. All rights reserved.
10–15
Bonuses
• Bonus
 Incentive payment that is supplemental to the
base wage for cost reduction, quality
improvement, or other performance criteria.
• Spot bonus
 Unplanned bonus given for employee effort
unrelated to an established performance
measure.
Copyright © 2004 South-Western. All rights reserved.
10–16
Merit Pay
• Merit Pay Program (merit raise)
 Links an increase in base pay to how successfully an
employee achieved some objective performance
standard.
• Merit Guidelines
 Guidelines for awarding merit raises that are tied to
performance objectives.
Copyright © 2004 South-Western. All rights reserved.
10–17
Merit Pay Guidelines Chart
MERIT PAY GUIDE CHART
QUINTILE (POSITION IN RANGE),%
PERFORMANCE LEVEL 1
2
3
4
5
Outstanding (5)
Superior (4)
Competent (3)
Needs improvement (2)
Unsatisfactory (1)
9
7
5
0
0
8
6
4
0
0
7
5
3
0
0
6
4
3
0
0
Copyright © 2004 South-Western. All rights reserved.
9
7
5
0
0
HRM 3
10–18
Problems with Merit Raises
• Inadequate funding for merit increases.
• Vagueness in how to define and measure performance.
• Employees not believing that merit compensation is tied
to effort and performance
• Allowing organizational politics to influence merit pay
decisions.
• Failing to differentiate between merit pay and other types
of pay increases.
• Mistrust between management and employees.
• An “overall” merit pay plan that does not motivate.
Copyright © 2004 South-Western. All rights reserved.
10–19
Motivation Through Merit Raises
• Develop employee confidence and trust in
performance appraisal.
• Establish job-related performance criteria.
• Separate merit pay from regular pay.
• Distinguish merit raises from cost-of-living
raises.
• Withhold merit payments when performance
declines.
Copyright © 2004 South-Western. All rights reserved.
Presentation Slide 10–4
10–20
Lump-Sum Merit Pay
• Lump-sum Merit Program
 Program under which employees receive a year-end
merit payment, which is not added to their base pay.
 Advantages

Provides financial control by maintaining annual salary
expenses and not escalating base salary levels.

Contains employee benefit costs for levels of benefits
normally calculated from current salary levels.

Provides a clear link between pay and performance.
Copyright © 2004 South-Western. All rights reserved.
10–21
Sales Incentives
Sales Incentive Plans
Straight Salary
Straight Commission
Salary and Commission
Combinations
Copyright © 2004 South-Western. All rights reserved.
10–22
Incentive Plans for Salespersons
• Straight Salary Plan
 Compensation plan that permits salespeople to be
paid for performing various duties that are not
reflected immediately in their sales volume.

Encourages building customer relationships.

Provides compensation during periods of poor sales.

May not provide sufficient motivation for maximizing
sales volume.
Copyright © 2004 South-Western. All rights reserved.
10–23
Incentive Plans for Salespersons
• Straight Commission Plan
 Compensation plan based upon a percentage of
sales.
 Disadvantages

Emphasis is on sales volume rather than on profits.

Customer service after the sale is neglected.

Earnings tend to fluctuate widely between good and poor
periods of business.

Temptation to grant price concessions to get sales.
Copyright © 2004 South-Western. All rights reserved.
10–24
Incentive Plans for Salespersons
• Combined Salary and Commission Plan
 A compensation plan that includes a straight salary
and a commission component (“leverage”).
 Advantages

Combines the advantages of straight salary and straight
commission forms of compensation.

Offers greater design flexibility to develop the most
favorable ratio of selling expense to sales.

Motivates sales force to achieve specific company
marketing objectives in addition to sales volume.
Copyright © 2004 South-Western. All rights reserved.
10–25
Incentives for Professional Employees
Managerial and Executive Incentives
Bonuses and merit increases
Double-track wage systems
Performance incentive bonuses
Profit sharing and stock ownership
Executive perquisites (perks)
Copyright © 2004 South-Western. All rights reserved.
10–26
Executive Compensation
• The Executive Pay Package
 Base salary
 Short-term incentives or bonuses
 Long-term incentives or stock plans
 Perquisites (perks)
Copyright © 2004 South-Western. All rights reserved.
10–27
Types of Long-Term Incentive Plans
Stock Price
Appreciation Plans
Performance-Based
Plans
Stock Options
Performance Units
Stock Appreciation
Rights (SARS)
Performance Shares
Stock Purchase
Formula-value Grants
Dividend Units
Phantom Stock
Restricted
Stock/Cash Plans
Restricted Stock
Restricted Cash
Copyright © 2004 South-Western. All rights reserved.
Figure 10.3a
10–28
Types of Long-Term Incentive Plans
Copyright © 2004 South-Western. All rights reserved.
Figure 10.3b
10–29
Types of Long-Term Incentive Plans (cont’d)
Copyright © 2004 South-Western. All rights reserved.
Figure 10.3c
10–30
Types of Long-Term Incentive Plans (cont’d)
Copyright © 2004 South-Western. All rights reserved.
Figure 10.3d
10–31
Criticisms of Executive Incentive Plans
• Incentive payments are excessive compared with return
to stockholders.
• Time periods for judging and rewarding performance are
too short.
• Quarterly earnings growth is emphasized at the expense
of research and development.
• Emphasis is placed upon equaling or exceeding
executive salary survey averages.
• Benefits do not relate closely to individual performance.
Copyright © 2004 South-Western. All rights reserved.
Presentation Slide 10–5
10–32
The “Sweetness” Of Executive Perks
Copyright © 2004 South-Western. All rights reserved.
HRM 4
10–33
Group Incentive Plans
• Team Incentive Plans
 Compensation plans where all team members receive
an incentive bonus payment when production or
service standards are met or exceeded.
• Establishing Team Incentive Payments
 Set performance measures upon which incentive
payments are based
 Determine the size of the incentive bonus.
 Create a payout formula and fully explain to
employees how payouts will be distributed.
Copyright © 2004 South-Western. All rights reserved.
10–34
Group Incentive Plans
• Gainsharing Plans
 Programs under which both employees and the
organization share the financial gains according to a
predetermined formula that reflects improved
productivity and profitability.
Copyright © 2004 South-Western. All rights reserved.
10–35
The Pros of Team Incentive Plans
• Team incentives are effective when:
 They support group planning and problem solving,
thereby building a team culture.
 The contributions of individual employees depend on
group cooperation.
 They broaden the scope of the contribution that
employees are motivated to make.
 They reduce employee jealousies and complaints
over “tight” or “loose” individual standards.
 They encourage cross-training and the acquiring of
new interpersonal competencies.
Copyright © 2004 South-Western. All rights reserved.
Figure 10.4a
10–36
The Cons of Team Incentive Plans
• Team incentives are ineffective when:
 Individual team members perceive that “their” efforts
contribute little to team success or to the attainment
of the incentive bonus.
 Intergroup social problems—pressure to limit
performance and the “free-ride” effect— arise.
 Complex payout formulas are difficult for team
members to understand.
Copyright © 2004 South-Western. All rights reserved.
Figure 10.4b
10–37
Lessons Learned: Designing Effective
Gainsharing Programs
• Enlist total managerial support.
• Include all groups—labor, management, employees.
• Prevent political gamesmanship.
• Bonus formulas must be fair, precise and easily
calculated, offer frequent payouts, large enough to
encourage employee effort, and create a pay-forperformance environment.
• Be certain that employees are predisposed to a
gainsharing reward system.
• Launch the plan during a favorable business period.
Copyright © 2004 South-Western. All rights reserved.
HRM 5
10–38
Employee Bonus and Gainsharing Plans
Scanlon Plan
Rewards come from employee participation in
improving productivity and reducing costs.
Rucker Plan
(SOP)
Shared rewards come from the difference between
labor costs and sales value of production.
Improshare
Gainsharing based on increases in productivity of
the standard hour output of work teams.
Earnings-atrisk
Encourages employees to achieve higher output
and quality standards by placing a portion of their
base salary at risk of loss.
Copyright © 2004 South-Western. All rights reserved.
10–39
Bonus and Gainsharing Plans
• Scanlon Plan
 Employee and management committees cooperate in
cost-reduction improvements.
• Rucker Plan
 Bonus based on the relationship between the total
earnings of hourly employees and the production
value created by the employees.
• Improshare
 Gainsharing program for bonuses are based upon the
overall productivity of the work team.
Copyright © 2004 South-Western. All rights reserved.
10–40
Scanlon Plan Suggestion Process
Copyright © 2004 South-Western. All rights reserved.
Figure 10.5
10–41
Earnings-at-Risk Plans
• Profit Sharing
 Any procedure by which an employer pays, or makes
available to all regular employees, in addition to their
base pay, current or deferred sums based upon the
profits of the enterprise.

Agreement over division of profits between company
and employees.

Possibility of no payout due to financial condition of
company.
Copyright © 2004 South-Western. All rights reserved.
10–42
Earnings-at-Risk Plans
• Earnings-at-Risk Incentive Plans
 A portion of the employee’s base pay is placed at
risk, but employees are given the opportunity to earn
income above base pay when goals are met or
exceeded.
Copyright © 2004 South-Western. All rights reserved.
10–43
Earnings-at-Risk Incentive Plans
• Stock Options
 Granting employees the right to purchase a specific
number of shares of the company’s stock at a
guaranteed price (the option price) during a
designated time period.
 The value of an option is subject to stock market
conditions at the time that option is exercised.
Copyright © 2004 South-Western. All rights reserved.
10–44
Earnings-at-Risk Incentive Plans
• Employee Stock Ownership Plans (ESOPs)
 Stock plans in which an organization contributes
shares of its stock to an established trust for the
purpose of stock purchases by its employees.

The employer establishes an ESOP trust that qualifies as
a tax-exempt employee trust under Section 401(a) of the
Internal Revenue Code

Stock bonus plans are funded by direct employer
contributions of its stock or cash to purchase its stock.

Leveraged plans are funded by employer borrowing to
purchase its stock for the ESOP.
Copyright © 2004 South-Western. All rights reserved.
10–45
Employee Stock Ownership Plans
Rewards and Risks of ESOPS
Advantages
Disadvantages
Retirement benefits
Liquidity and value
Pride of ownership
Single funding basis
Deferred taxes
Not insured
Copyright © 2004 South-Western. All rights reserved.
10–46