Library Catalog
Amazon cover image
Image from Amazon.com

Gainsharing and Power : Lessons from Six Scanlon Plans / Denis Collins.

By: Material type: TextTextPublisher: Ithaca, NY : Cornell University Press, [2018]Copyright date: ©1998Description: 1 online resource (296 p.) : 25 tables, 3 drawingsContent type:
Media type:
Carrier type:
ISBN:
  • 9781501722622
Subject(s): DDC classification:
  • 658.3/225 23
Other classification:
  • online - DeGruyter
Online resources:
Contents:
Frontmatter -- CONTENTS -- TABLES AND FIGURES -- PREFACE -- Introduction -- Part I. Employee Involvement -- 1. Participatory Management and Scanlon-Type Gainsharing Plans -- 2. Conflicts of Interest: At Work and in Political Systems -- 3. Research Methods and Facility Profiles -- Part II. Four Nonunion Facilities -- 4. Cylinder Lifts: A Privately Owned Nonunion Facility, Small Bonuses -- 5. Foam Seats: A Publicly Owned Nonunion Facility, Modest Bonuses -- 6. Forestland: A Publicly Owned Nonunion Facility, Modest Bonuses -- 7. Innovations: A Publicly Owned Nonunion Facility, Large Bonuses -- Part III. Two Union Facilities -- 8. Innovations-Brotherhood: A Publicly Owned Union Facility, Very Small Bonuses -- 9. Packaging International: A Unionized ESOP Facility, Abandoned Gainsharing -- Part IV. Summaries and Ethical Directions -- 10. Power Games, Outcomes, and Lessons Learned of Scanlon-Type Gainsharing Plans -- 11. The Ethical Superiority of Participatory 11anagement 233 -- REFERENCES -- SUBJECT INDEX -- AUTHOR INDEX
Summary: Denis Collins believes that participatory management systems are inevitable in democratic societies because they are ethically superior to authoritarian management systems. Managers must begin to share decision making and economic outcomes with their employees if they want to obtain long-term efficiency and effectiveness in a competitive business environment. Changes in power relationships are bound to occur in the transitional period, Collins reports, and will challenge the flexibility of management.Scanlon Plans were developed in the 1930s as a way to link improvements in productivity to employee wages. Popular because of the large amount of employee involvement in their design, Scanlon Plans are in place at 260 Fortune 1000 companies, as well as many smaller firms. To understand the considerable variation in the success of gainsharing plans and participatory management more generally, Collins studied six companies that used Scanlon Programs, explaining the nuts and bolts of each plan. He addresses the concerns of workers, managers, and unions when they were present, highlighting political games employees must address to enhance success. Collins then offers a new theory of gainsharing based on conflicts of interest at work.
Holdings
Item type Current library Call number URL Status Notes Barcode
eBook eBook Biblioteca "Angelicum" Pont. Univ. S.Tommaso d'Aquino Nuvola online online - DeGruyter (Browse shelf(Opens below)) Online access Not for loan (Accesso limitato) Accesso per gli utenti autorizzati / Access for authorized users (dgr)9781501722622

Frontmatter -- CONTENTS -- TABLES AND FIGURES -- PREFACE -- Introduction -- Part I. Employee Involvement -- 1. Participatory Management and Scanlon-Type Gainsharing Plans -- 2. Conflicts of Interest: At Work and in Political Systems -- 3. Research Methods and Facility Profiles -- Part II. Four Nonunion Facilities -- 4. Cylinder Lifts: A Privately Owned Nonunion Facility, Small Bonuses -- 5. Foam Seats: A Publicly Owned Nonunion Facility, Modest Bonuses -- 6. Forestland: A Publicly Owned Nonunion Facility, Modest Bonuses -- 7. Innovations: A Publicly Owned Nonunion Facility, Large Bonuses -- Part III. Two Union Facilities -- 8. Innovations-Brotherhood: A Publicly Owned Union Facility, Very Small Bonuses -- 9. Packaging International: A Unionized ESOP Facility, Abandoned Gainsharing -- Part IV. Summaries and Ethical Directions -- 10. Power Games, Outcomes, and Lessons Learned of Scanlon-Type Gainsharing Plans -- 11. The Ethical Superiority of Participatory 11anagement 233 -- REFERENCES -- SUBJECT INDEX -- AUTHOR INDEX

restricted access online access with authorization star

http://purl.org/coar/access_right/c_16ec

Denis Collins believes that participatory management systems are inevitable in democratic societies because they are ethically superior to authoritarian management systems. Managers must begin to share decision making and economic outcomes with their employees if they want to obtain long-term efficiency and effectiveness in a competitive business environment. Changes in power relationships are bound to occur in the transitional period, Collins reports, and will challenge the flexibility of management.Scanlon Plans were developed in the 1930s as a way to link improvements in productivity to employee wages. Popular because of the large amount of employee involvement in their design, Scanlon Plans are in place at 260 Fortune 1000 companies, as well as many smaller firms. To understand the considerable variation in the success of gainsharing plans and participatory management more generally, Collins studied six companies that used Scanlon Programs, explaining the nuts and bolts of each plan. He addresses the concerns of workers, managers, and unions when they were present, highlighting political games employees must address to enhance success. Collins then offers a new theory of gainsharing based on conflicts of interest at work.

Mode of access: Internet via World Wide Web.

In English.

Description based on online resource; title from PDF title page (publisher's Web site, viewed 26. Apr 2024)