The Effects of Improshare on Productivity

Kaufman, Roger T.

doi:10.2307/2524837

Cited by 32 publications

(26 citation statements)

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“…In addition, HRM activities such as training, employee participation, compensation, and worker assignment through recruitment and selection processes and internal labor markets have been found to be positively related to firm performance (Kaufman, 1992;Terpstra & Rozell, 1993;Bartel, 1994). HRM activities can influence the organization indirectly by improving employees' skills and quality and indirectly by increasing their motivation (a system of incentives and an internal job market).…”

Section: Introductionmentioning

confidence: 99%

“…A compensation system based on excellence can increase employee performance (Delaney & Huselid, 1996) in the same way as a profit-sharing system increases productivity and improves performance by, among others, reducing absenteeism (Kaufman, 1992).In reality, compensation and rewards leads to employees' motivation, commitments, satisfactions (Katou, 2008;ALDamoe, Yazam & Hamid, 2013) and eventually can enhance productivity, sales, and overall organizational performance (Delaney & Huselid, 1996;Dreher, 2006 Top management's leadership is crucial and central to the implementation of TQM/HRM practices in any organization (Ahire, 1996;Li, Chen & Cheung, 2000;Sureshchandar et al, 2001Sureshchandar et al, , 2002). An important condition for an effective policy statement by an organization is support by top management, such as the CEO's cognition and will (Smith, 1991;Martinez, 1993;Seal, 1991;Williamson, 1993;Laabs, 1991;Losey, 1993).…”

Section: Introductionmentioning

confidence: 99%

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Effects of HRM Practices on Chinese Firms’ Organizational Performance: The Moderating Effect of CEO Support

Rhee¹,

Zhao²,

Choong-Hyun³

2014

ASS

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There has been growing interest in the relationship between HRM practices and organizational performance, but few studies have provided evidence supporting this relationship by considering the moderating effect of CEO support. Therefore, this study intends to examine the effects of various HRM practices on organizational performance and the moderating effect of CEO support on the relationship between HRM practices and organizational performance through a survey on 215 Chinese firms. The results indicate a positive relationship between HRM practices and organizational performance and verify the moderating effect of CEO support on this relationship. This study is the first one on demonstrating the moderating effect of CEO support on the relationship between HRM practices and organizational performance in the context of Chinese firms. These findings may help adding knowledge to the Chinese firms' CEOs while considering about making HR policies and HRM activities which are mainly decided by their attitudes and participations.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Effects of HRM Practices on Chinese Firms’ Organizational Performance: The Moderating Effect of CEO Support

Rhee¹,

Zhao²,

Choong-Hyun³

2014

ASS

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“…Como se comprobó que hubo diferencia significativa de la productividad en la implementación de una política de incentivo, a continuación se presenta el beneficio generado para verificar la rentabilidad para la empresa y para el trabajador, los resultados obtenidos muestran concordancia con lo reportado por Kaufman (1992) y Aguiar et al (2012).…”

Section: Análisis De Rentabilidad Del Sistema De Incentivounclassified

“…Se propuso un modelo mixto de incentivos, tanto remunerado vinculado al nivel de ventas, como no remunerado, obteniéndose resultados significativos. Kaufman (1992) evaluó los efectos en la productividad aplicando Improshare, mostrando un aumento significativo de la productividad, en una media del 8% en el primer año y acumulativamente llega al 17,5% en el tercero. Sin embargo, el autor indica que las tecnologías de manufactura al estar cada vez más integradas y ser más complejas, dificultan la identificación exacta del efecto obtenido por cada trabajador, tanto en cantidad como en calidad, además de que se podrían incrementar los desechos en el esfuerzo por aumentar la producción individual, o bien provocando defectos con la necesidad de rehacer el trabajo.…”

Section: Introductionunclassified

Mejoramiento de la productividad en una industria maderera usando incentivo remunerativo

Pino-Pinochet

Ponce-Donoso

Avilés-Palacios

et al. 2015

Maderas, Cienc. tecnol.

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RESUMENSe estudió el efecto en la productividad de la elaboración de blanks a partir de la implementación de un modelo de incentivo salarial del tipo Improshare, dirigido al personal de una empresa chilena de remanufacturado de maderera que produce molduras y marcos de puerta (ayudante, operador medio y operador máster), para lo cual se compararon dos periodos de tiempo, antes (19 meses) y después (21 meses) de la implementación de la política de incentivo. Los resultados mostraron diferencias estadísticamente significativas en la productividad lograda entre periodos que superó el 10%. Se midió el beneficio promedio de la remuneración de los trabajadores, que llegó a más del 10% y el ahorro de la empresa llegó al 4,6% de la unidad monetaria definida, sin que se haya visto afectada la tasa de accidentabilidad. Lo anterior refuerza lo señalado por diferentes autores que concuerdan que este tipo de herramientas contribuye a mejorar la productividad del proceso e incrementar el salario del trabajador. Su implementación como política salarial en la industria maderera, aporta significativamente a los desafíos de una organización por mantenerse competitiva, así como mejorar la remuneración del trabajador en base a una relación de beneficio mutuo con la empresa.Palabras Clave: Improshare, incentivo laboral, industria remanufacturera, pino radiata, política de remuneraciones. ABSTRACTWe studied the effect on productivity resulting in the blanks elaboration from the implementation of a salary incentive model of Improshare type for staff working group in a sawnwood mill company producer remanufacturing moldings and door frames (assistant, operator and operator master), for which two time periods were compared, before (19 months) and after (21 months) of incentive policy implementation. The results show statistically significant differences in the productivity between periods, of more than 10%. The average benefit of the workers compensation was measured, it reached more than 10% and the savings to the company reached 4,6% of defined monetary unit, without affecting the accident rate. This reinforces the point made by different authors that this kind of tool improves the productivity of the process and increases wages. Its implementation as compensation policy in the lumber industry contributes significantly to the challenges that an organization faces to remain competitive and improve workers compensation based on a mutually beneficial relationship with the company.

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“…The study also found that there were various factors that play a significant role in the success of the program which include support from management and high levels of employee involvement. Kaufman (1992) focuses his research on the lmproshare plan, which is a newer gainsharing plan . Kaufman found that the lmproshare plan led to an increase in productivity within the first year of 8% and a cumulative increase of 17.5% over the first three years.…”

Section: Comments On Table 6 -Impact Of Gainsharing On Productivitymentioning

confidence: 99%

Engaging success: a qualitative analysis of the prospective benefits of implementing gainsharing in British Columbia's pulp and paper industry

Horianopoulos¹

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This qualitative analysis examines the effects of gainsharing on both productivity and employee engagement in the British Columbia pulp and paper industry. The pulp and paper industry plays an important role in the provincial economy by contributing four billion dollars annually and employing over 10,000 workers in high-pay unionized jobs.However, the industry has seen a significant decline in the past ten years in the number of facilities operating , which has reduced employment and ultimately tax revenue in the province. The economic importance of the pulp and paper industry highlights the need for unions and management to work together. Management must engage the human capital of its employees in order to achieve a competitive advantage in the global market.Gainsharing is a means to increase productivity; more importantly, it is a method of facilitating a cooperative relationship between unions and management. This cooperative relationship not only increases productivity, but also significantly reduces labour relations costs while promoting a sense of satisfaction, loyalty and commitment within the employees .In this project, I develop a model explicitly outlining the impact of gainsharing within the pulp and paper industry. I test the model by reviewing and summarizing existing literature. The results are strongly supportive of the positive impact of gainsharing on productivity, reduced labour relations costs, employee engagement and profitability. I present recommendations for the application for government involvement, which can contribute to the success of this process, thus contributing to the success of the pulp and paper industry.------------------------------Page2

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The Effects of Improshare on Productivity

Cited by 32 publications

References 0 publications

Effects of HRM Practices on Chinese Firms’ Organizational Performance: The Moderating Effect of CEO Support

Effects of HRM Practices on Chinese Firms’ Organizational Performance: The Moderating Effect of CEO Support

Mejoramiento de la productividad en una industria maderera usando incentivo remunerativo

Engaging success: a qualitative analysis of the prospective benefits of implementing gainsharing in British Columbia's pulp and paper industry

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