Incentive Compensation and Employee Ownership

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9780926902541: Incentive Compensation and Employee Ownership
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This book takes a broad look at how to use incentives, ranging from stock options to cash bonuses to gainsharing, to motivate and reward employees in dynamic companies that seek to create a more productive "ownership" culture. Using both technical discussions and case studies, it explores incentives both as self-sufficient tools and as complements to retirement-oriented plans such as employee stock ownership plans (ESOPs). Specific topics covered by individual chapters include stock incentives in entrepreneurial growth companies, how incentives fit into the "Great Game of Business," communicating short-term incentives to employees, performance-based stock options, gainsharing and the Scanlon plan, the incentive programs at employee-owned Science Applications International Corporation (SAIC), how to correctly design a cash incentive program, and more.

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From the Publisher:

In today’s competitive business environment, more and more companies use incentive compensation to "communicate goals in the most effective way possible—by putting a bounty on them," as Jack Stack writes in chapter 3 of this book. However, such programs often fail to improve performance if the company does not design them properly, customize them for the company’s particular situation, and effectively communicate them to employees.

This book explains how to avoid these pitfalls. Using a variety of real-life examples, it describes how companies can use incentive plans, ranging from cash bonuses to stock options and other equity incentives, to motivate employees to achieve higher productivity while rewarding them for their efforts. The first part of the book is a series of essays on incentives and how to use them, while the second part provides case studies from companies that have put these plans into practice. Special attention is paid to the needs of companies in today’s business environment.

This book relates incentive plans to employee ownership (i.e., ownership of company stock by employees) in two ways. First, the incentive plan itself may use stock, in which case it frequently takes the form of a stock plan, such as a restricted stock plan, discussed in chapter 5. Second, the short-term rewards of incentive compensation can fill a gap left by a longer-term benefit such as an employee stock ownership plan (ESOP), as chapter 2 explains.

About the Author:

Jerry McAdams is national practice leader, Reward and Recognition Systems, for Watson Wyatt Worldwide. Cathy Ivancic is a senior consultant for Ownership Development Inc. Jack Stack is president of Springfield ReManufacturing Corporation, an employee-owned engine and engine component remanufacturing company in Missouri. Peggy Walkush works in employee owner relations at Science Applications International Corporation (SAIC). Arthur S. Meyers is a stockholder in the Boston, Massachusetts, law firm of Hutchins, Wheeler and Dittmar, where he chairs the firm's ERISA and compensation practice. Corey Rosen is the executive director of the National Center for Employee Ownership. Fred E. Whittlesey is the founding principal of Compensation and Performance Management, Inc. Paul Davis is president of Scanlon Plan Associates. William H. Scott is a radiation physicist and assistant vice president at Science Applications International Corporation (SAIC) and also serves as SAIC's Participation Advocate to improve employee involvement. Darryl Orr is the chief operations officer at Smith & Company, is a registered professional engineer. Bill Nicholson is a CPA active in the ESOP community. Neil N. Koenig, Ph.D., owns Leadership R&D, a management consulting firm. Tammy J. Miller, CPA, is the vice president of finance for Border States Industries, Inc. (Border States Electric Supply). The editor, Scott S. Rodrick, is an author, editor, desktop publisher, and Web developer at the National Center for Employee Ownership.

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Rodrick, Scott S.
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