HRM Dessler CH# 12

1. Human Resource
Management
1
ELEVENTH EDITION
GARY DESSLER
Part 4 | Compensation
Chapter
12
© 2008 Prentice Hall, Inc.
All rights reserved.
Pay for Performance and
Financial Incentives
PowerPoint Presentation by Charlie Cook
The University of West Alabama

2. After studying this chapter, you should be able to:
1. Discuss the main incentives for individual employees.
2. Discuss the pros and cons of incentives for
salespeople.
3. Name and define the most popular organizationwide
variable pay plans.
4. Describe the main incentives for managers and
executives.
5. Outline the steps in developing effective incentive
plans.
© 2008 Prentice Hall, Inc. All
rights reserved.
12–2

3. Motivation, Performance, and Pay
• Incentives
 Financial rewards paid to workers whose production
exceeds a predetermined standard.
• Frederick Taylor
 Popularized scientific management and the use of
financial incentives in the late 1800s.
 Systematic
 Fair
soldiering
day’s work
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rights reserved.
12–3

4. Employee Incentive Plans
Individual Employee Incentive
and Recognition Programs
Sales Compensation
Programs
Pay-for-Performance
Plans
Team/Group-based Variable
Pay Programs
Organizationwide Incentive
Programs
Executive Incentive
Compensation Programs
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rights reserved.
12–4

5. Incentives for Salespeople
• Salary Plan
 Straight salaries

Best for: prospecting (finding new clients), account
servicing, training customer’s salesforce, or participating in
national and local trade shows.
• Commission Plan
 Pay is a percentage of sales results.
Keeps sales costs proportionate to sales revenues.
 May cause a neglect of nonselling duties.
 Can create wide variation in salesperson’s income.
 Likelihood of sales success may be linked to external factors
rather than to salesperson’s performance.
 Can increase turnover of salespeople.

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rights reserved.
12–5

6. Incentives for Salespeople (cont’d)
• Combination Plan
 Pay is a combination of salary and commissions,
usually with a sizable salary component.
 Plan gives salespeople a floor (safety net) to their
earnings.
 Salary component covers company-specified service
activities.
 Plans tend to become complicated, and
misunderstandings can result.
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rights reserved.
12–6

7. Specialized Combination Plans
• Commission-plus-Drawing-Account Plan
 Commissions are paid but a draw on future earnings
helps the salesperson to get through low sales
periods.
• Commission-plus-Bonus Plan
 Pay is mostly based on commissions.
 Small bonuses are paid for directed activities like
selling slow-moving items.
© 2008 Prentice Hall, Inc. All
rights reserved.
12–7

8. Team/Group Incentive Plans
• Team (or Group) Incentive Plans
 Incentives are based on team’s performance.
• How to Design Team Incentives
 Set individual work standards.
 Set work standards for each team member and then
calculate each member’s output.
 Members are paid based on one of three formulas:

All receive the same pay earned by the highest producer.

All receive the same pay earned by the lowest producer.

All receive the same pay equal to the average pay earned
by the group.
© 2008 Prentice Hall, Inc. All
rights reserved.
12–8

9. Team/Group Incentive Plans (cont’d)
• Pros
 Reinforces team planning and problem solving
 Helps ensure collaboration
 Encourages a sense of cooperation
 Encourages rapid training of new members
• Cons
 Pay is not proportionate to an individual’s effort
 Rewards “free riders”
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rights reserved.
12–9

10. Organizationwide Incentive Plans
• Employee Stock Ownership Plan (ESOP)
 A firm annually contributes its own stock—or cash
(with a limit of 15% of compensation) to be used to
purchase the stock—to a trust established for the
employees.
 The trust holds the stock in individual employee
accounts and distributes it to employees upon
separation from the firm if the employee has worked
long enough to earn ownership of the stock.
© 2008 Prentice Hall, Inc. All
rights reserved.
12–10

11. Gainsharing Plans
Scanlon Plan
Philosophy
of
Cooperation
Identity
Competence
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Involvement
System
12–11
Sharing of
Benefits
Formula

12. At-Risk Variable Pay Plans
• Put some portion of the employee’s
weekly pay at risk.
 If employees meet or exceed their goals,
they earn incentives.
 If they fail to meet their goals, they forgo
some of the pay they would normally have
earned.
© 2008 Prentice Hall, Inc. All
rights reserved.
12–12

13. Incentives for Managers and Executives
• Short-Term Incentives: The Annual Bonus
 Plans that are designed to motivate short-term
performance of managers and are tied to company
profitability.
• Issues in Awarding Bonuses
 Eligibility basis
 Fund size basis
 Individual awards
© 2008 Prentice Hall, Inc. All
rights reserved.
12–13

14. KEY TERMS
financial incentives
fair day’s work
scientific management
expectancy
instrumentality
valence
behavior modification
variable pay
piecework
straight piecework
standard hour plan
merit pay (merit raise)
team or group incentive plan
organization wide incentive plans
profit-sharing plan
employee stock ownership plan (ESOP)
Scanlon plan
gainsharing plan
at-risk variable pay plans
annual bonus
stock option
golden parachutes
© 2008 Prentice Hall, Inc. All
rights reserved.
12–14