The Anatomy of a Failure: A Non-Recommended Application of Gainsharing and Its Predictable Effects on Productivity in a Public Sector Setting

摘要: INTRODUCTION Productivity-sharing plans have been a part of the American industrial relations scene for more than forty years (Schuster, 1984a). plans, recently called Gainsharing are organizational systems sharing benefits improved productivity, cost reductions or quality in form regular cash bonuses (Ibid.). The basic principle upon which is based that "employees compensated increased productivity above an acceptable level, at predetermined participation ratio, proportion to increase accordance with established plan" (Hosni et al., 1987:363). In private sector, competition, growing nonunion economy its advantages, and change employee values, attitudes, work behaviors forced employers seek innovative methods efficiency. seeking these objectives, reliance has placed on various forms labor-management cooperation, including among others, (Lawler, 1988; Mitchell, Lewin, Lawler, 1990. Research by Voos (1987) indicates managers view programs as having positive impact performance. Bullock Lawler (1984) reported were implemented early 1980s prior fifty years. A survey nearly 1600 organizations Productivity Center (ACA) found was being used 13 percent those (O'Dell, 1987). At same time, General Accounting study 1000 firms experienced: 1) labor saving; 2) reduced grievances relations; 3) attendance retention (Forbes, 1985) Although originally considered applicable only manufacturing environments, such success resulted receiving attention service not-for-profit sectors, government agencies health care (Kaspin, 1990). While sector responded own competitive pressures, public face increasingly difficult financial situation marked demand services higher wages, rising deficits, suppressed levels taxation available revenues. As result, also turned improvement involvement effort accommodate conflicting demands they (Rosen, 1993; Greiner 1981). subject extensive study, quantity research reflects limited use settings 1993). This article addresses this gap reporting longitudinal field design, implementation, 15-month pilot program federally owned operated facility. THEORETICAL BASIS FOR GAINSHARING efforts made develop theory effectiveness come primarily context Scanlon Plan then after evaluation 1980; White, 1979). Frost al. (1974) identified general model incorporating identity, participation, equity supportive effectiveness. centers intrinsic value reinforced bonus payments employees' perceptions equitably rewarded extra results (Hammer, 1988). elements guided much theoretical discussions Gainsharing. Goodman (1973) Moore developed learning explain rely expectancy causal process gains. According approach, employees not must believe can make suggestions (self-expectancy), but making system will lead (system expectancy). …