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

• Superior document: Title is part of eBook package: De Gruyter Cornell University Press Archive Pre-2000
• VerfasserIn: Collins, Denis,
• Place / Publishing House: Ithaca, NY : : Cornell University Press, , [2018]; ©1998
• Year of Publication: 2018
• Language: English
• Physical Description: 1 online resource (296 p.) :; 25 tables, 3 drawings

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.

Table of 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