Suchergebnisse

Introduction: Would you like fries with that condom? -- The rules of the game -- The McJob isn't McEasy -- The great cheese wars and other culture tales from behind the counter -- Will work for Whoppers! -- Training the utterly confused -- Diversity, discrimination, and lap dancing -- I blame it on Henry Ford -- Reflections on fast food

Once the exclusive province of company executives, today organizations across the corporate landscape are offering stock options to employees at all levels. Identifying strategically important behaviors and linking them to the stock option plan design can create value for an organization. Options can be used to attract and retain employees, align worker and company interests, and enhance corporate performance, particularly when worker participation and ownership are actively encouraged. However, a vital component of this equation is greater knowledge acquisition: options should be accompanied by training dollars to allow employee-owners to learn about the organization's industry and competitive forces and how to read and interpret financial documents. Under these circumstances, a corporate culture steeped with ownership participation and continuous learning will flourish and ultimately enhance the organization's bottom line.

To what extent do compensation programs create value for both the organization and employees? The authors argue that the "value chain" in production processes and in tracking the economics of organizational performance has its counterpart in compensation programs. Value-chain compensation balances four major compensation objectives: (1) to sustain membership (i.e., retention); (2) to motivate performance; (3) to build employee commitment; and (4) to encourage growth in employees' skills. The authors maintain that the reason many heralded compensation ideas have met with, at best, mixed results, is that their creators failed to consider the principles of value creation.

Information on job characteristics, facet satisfaction, overall satisfaction, and organizational commitment were obtained from bank employees both before the announcement of an acquisition (n = 108) and after the actual acquisition (n = 49). Correlational analysis and a repeated measures ANOVA indicated significant declines in perceived job characteristics, satisfaction, and organizational commitment after the acquisition. The nature of these changes is discussed along with recommendations for minimizing the disruptive effect of an acquisition.

An alternative to the traditional overtime-pay scheme can save a company substantially in direct-labor costs. It's legal under the Fair Labor Standards Act—but it's not trouble-free.

To truly pay for performance, the authors contend that differences in merit pay should be based on the expected time impact of the employee's performance on organizational goals.