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Variable Pay

'Ownership Cultures' Create Unity

February 1, 1999
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Employee stock-ownership plans can help prow the company's top line by inspiring workers to think and act like owners.
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Whirlpool Builds a Performance-based Strategy

January 1, 1999
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Whirlpool's management knew that the company needed to forge a higher level of commitment and dedication from employees, especially those working in the company's plants and factories. So it opted to institute a performance-based compensation system for employees at its Clyde, Ohio, automatic washer manufacturing plant.
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1998 Service Optimas Award Profile Owens-Corning

February 1, 1998
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The company scrapped its existing compensation and benefits programs and completely overhauled every element of them to create a variable compensation and flexible benefits program that’s tied to performance.
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Your Grand Plan for Incentive Compensation May Yield a Grand Lawsuit

May 1, 1997
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Incentive compensation brings with it higher risks for lawsuits, as employees realize what they hope to see in their paychecks isn't what they get. Insight into the risks employers face.
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Honeywell How Pay Launched Performance

September 1, 1996
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Honeywell's Commercial Avionics Division charged a group of employees to align compensation with business goals. The team's decision to link workers' pay to division profitability got better buy-in because it was employee-driven. It also got results.
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Age-weighted Profit-sharing Plans Can Work to Your Company's Advantage

October 1, 1995
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The age-weighted profit-sharing plan allows employers to vary contributions to employees' accounts based on their age, and based on varying profits from year to year.
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1995 Service Optimas Award ProfileBRPepsiCo Inc

June 1, 1995
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A stock-option program for all full-time employees supports the company's entrepreneurial culture.
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Video Training and Testing Supports Customer Service Goals

June 1, 1994
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A pay-for-performance program for customer-contact employees that's linked to video training and testing helps Federal Express maintain a competitive advantage.
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AAL Uses Varied Approach To Compensate Teams

June 1, 1993
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AAL revamps their compensation program to include four main elements which will challenge employees to see the whole job, rather then just the piece they performed individually, and to increase additional employee learning to help teams find ways to boost overall performance.
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Variable-pay Program Increases Taco Bell's Profits

June 1, 1993
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Instead of increasing managers' salaries to correlate to their added responsibilities, Taco Bell kept the managers' salaries the same, but allowed them to earn twice as much in bonus pay through a variable-pay program.
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