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Reducing workers opposition
Violating sacred management concepts
Mechanics of ceiling and buyback calculations
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adversary relations AFL-CIO American Institute APL standard approach behaviorists believe benefit buy-back bonus buy-back costs calculated ceiling and buy-back ceiling on incentive changes concepts conventional incentives cooperation cost control create crew developed effect employees and management employees receive equipment equitable established higher IMPROSHARE improved productivity incentive earnings incentive program increase their output increased output increased productivity innovators inspec Institute of Industrial job enrichment job security Kaiser Steel labor and management layoffs Lincoln Electric living wage maintenance hours man-hours management's goals ment ment's Mitchell Fein motivated needs nonincentive plants nonmeasurement obtained past earnings period pieces per hour plant floor plant-wide ployees practice principle production hours productiv productivity improvement program productivity increase productivity level productivity sharing profit sharing propose Railway Labor Act raise productivity Rand-McNally regression analysis sharing plans supervisors tion tivity level union unit cost wage incentive plans WM&ME Monograph workers and management