2_2_Case_Study__Gain_Sharing_at_CircleWorks.docx OL 325 2-2Case Study: Gain Sharing at CircleWorks Southern New Hampshire University A gainsharing plan is defined as management system where an organization seeks pe
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2_2_Case_Study__Gain_Sharing_at_CircleWorks.docx OL 325 2-2Case Study: Gain Sharing at CircleWorks Southern New Hampshire University A gainsharing plan is defined as management system where an organization seeks performance measures based on the productivity of the group as opposed to individuality(Masternak). This is in theory to promote more of a collaborative team environment where the group focuses on the results of the whole in order to seek a bonus and discretionary pay. As the success of the group evolves so does the compensation. A gain sharing plan makes the most sense in the case of CircleWorks because it is about a team effort over individuality, encourages cooperation over competitiveness, and allows management to structure teams according to strengths. As this is an established company with intricate design techniques involved in the production of bikes, it is essential that employees act as a team from start to finish. The work environment is predominantly about each member contributing efforts to the group as opposed to seeking individual success. In this type of work environment, it entirely makes sense to reward the group for meeting production goals instead of rewarding individuals for sole contributions. If this work environment were such that one individual would be a subject master and stand alone in the process from start to finish, there would be more justification for rewarding individuals but since the team contributes a segment to each step in the process, it makes more sense to reward the. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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