Under more traditional management plans , employers view workers as costs , said Thomas C. McGrath , president of W.M. Jackson & Co.
.Also , employees often are skeptical of a plan that will put extra money into their pockets.
If it's good for me , it should be good for the company , but human nature doesn't believe that , he
said.If it's good for the company , then it's good for the big wigs..
Gainsharing gives employees an incentive to be more productive , while at the same time , the company increases the value of its products , McGrath
The emphasis of the program , however , is on improving the quality of goods , not producing more goods , he
To date , more than 1 , 000 companies have subscribed to W.M. Jackson & Co.'s gainsharing program , said McGrath
, who prefers to work with companies with 100 to 250 employees instead of large Fortune 500 firms.Large corporations
said , tend to believe they can devise a plan internally and think they don't need the help.McGrath
staff of five usually spends 18 months with a client , charging between $20 , 000 and $80 , 000 for its consulting services.The process involves the client providing W.M. Jackson & Co.
with a financial report of its performance for the past five years.Consultants then design a gainsharing plan that outlines specific steps the company and employees can take to improve performance.The plan is shared with management and employees and then implemented.
Once a company institutes a gainsharing plan , W.M. Jackson & Co.
receives a portion of the increased profits the company gets from instituting the program , McGrath
I'm trying to give management a tool to communicate to employees what they want , he
said.It has to be a tool that a company is committed to.If they're not committed , then it's not going to be successful..