The Evolutionary Development of a Scanlon Plan

Markham, Steven E.; Scott, K. Dow; Cox, Walter G.

doi:10.1177/088636879202400209

Cited by 7 publications

(5 citation statements)

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“…Both environmental management and the Scanlon Plan utilise training, communication and an organisational orientation articulated by top management or a mission statement (Cotton, 1993;Daily and Huang, 2001;Ramus, 2001). According to Markham et al (1992), in order for the Scanlon Plan to be effective, employees must understand how the business operates, what customers demand and what it takes to be competitive in its industry. Therefore, the organisation's mission must be clearly expressed to integrate employee involvement.…”

Section: Collectiveness Commitment and Cooperationmentioning

confidence: 99%

“…Therefore, the organisation's mission must be clearly expressed to integrate employee involvement. Additionally, education and training help to build competency for both managers and employees (Cotton, 1993;Markham et al, 1992). Training often includes the development of leadership skills for managers and awareness about the Scanlon process (Markham et al, 1992).…”

Section: Collectiveness Commitment and Cooperationmentioning

confidence: 99%

“…Additionally, education and training help to build competency for both managers and employees (Cotton, 1993;Markham et al, 1992). Training often includes the development of leadership skills for managers and awareness about the Scanlon process (Markham et al, 1992). Effective communication and employee participation also contribute to the success of the Scanlon Plan by establishing greater trust (Cotton, 1993).…”

Section: Collectiveness Commitment and Cooperationmentioning

confidence: 99%

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Reward for environmental performance: using the Scanlon Plan as catalyst to green organisations

Massoud¹,

Daily²,

Bishop³

2008

IJEWE

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Institutionalising, a reward system based on measurable performance and incentives for environmental improvements, serves as a potential mechanism to enhance a firm's environmental performance. Our main purpose is to integrate the principles of environmental management and the Scanlon Plan as a means to achieve this. Specifically, our paper advocates the utilisation of Scanlon Plan principles for environmental performance. The Scanlon Plan features (1) collectiveness and cooperation, (2) employee participation, (3) quantifiable performance and bonus measures and (4) an equitable reward system; all components that would enhance environmental performance.

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Section: Collectiveness Commitment and Cooperationmentioning

confidence: 99%

Section: Collectiveness Commitment and Cooperationmentioning

confidence: 99%

Section: Collectiveness Commitment and Cooperationmentioning

confidence: 99%

See 1 more Smart Citation

Reward for environmental performance: using the Scanlon Plan as catalyst to green organisations

Massoud¹,

Daily²,

Bishop³

2008

IJEWE

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“…Markham et al. [16], for example, stress the need for incremental improvements and caution that the cultural change needed to sustain gainsharing requires a long‐term commitment. Doherty et al [13] highlight several major reasons for gainsharing plans failing, notably lack of manager and employee commitment, financial difficulties and poor information flows.…”

Section: Overview Of the Literaturementioning

confidence: 99%

Beyond the Bottom Line: Gainsharing and Organizational Development

Band¹,

Scanlan²,

Tustin³

1994

Personnel Review

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Examines the organizational implications of innovative reward structures, with particular reference to gainsharing. Focuses on exploring beyond the impact of compensation on productivity and profitability, which are essential considerations in designing a compensation scheme. Explores the connection between compensation and organizational development – the ways in which incentives and rewards contribute to improved utilization of human resources and capabilities within organizations. Assesses the relationship between gainsharing and organizational development, with particular attention to features such as work design, employment relationships, structure, culture and workplace attitudes and behaviour. Rounds off the discussion with a look at several examples of firms which have introduced innovative compensation schemes, to determine what lessons can be drawn from their experiences. Concludes with an assessment of the strategic calculations that should inform decisions about introducing innovative compensation schemes, especially gainsharing.

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“…In the 1970s, Frost developed a flourishing network of companies using the Scanlon Plan, a participative management approach to organizational change among business, mostly in western Michigan (Markham, Scott, & Cox, 1992;Ruh, Wallace, & Frost, 1973). He was intricately involved in the development of several companies (e.g., Herman Miller, Donnelly Mirrors) that later became internationally recognized for their work in management-labor projects (Frost, 1996).…”

Section: Historical Picture Of the Settingmentioning

confidence: 99%

Business and other organizations.

Lowman

APA Handbook of Clinical Psychology: Roots and Branches (Vol. 1).

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The Evolutionary Development of a Scanlon Plan

Cited by 7 publications

References 0 publications

Reward for environmental performance: using the Scanlon Plan as catalyst to green organisations

Reward for environmental performance: using the Scanlon Plan as catalyst to green organisations

Beyond the Bottom Line: Gainsharing and Organizational Development

Business and other organizations.

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