ChicagoFamiliesHistoryLincolnwoodNostalgiaUncategorized Inmy parents moved from Rogers Park to Lincolnwooda quiet Chicago suburb with a current population of about 12, people.
S and all over the world Siegel, On responsibility, LE emphasizes on the importance of employee attendance, earning power and self management. Recognition involves many practices which the company diligently adheres to.
They have argued that money has the potential of getting rid of dissatisfaction but it does not motivate people to work more and when it does, the motivation is more or less temporal. However, times are changing and nowadays, factors which previously motivated workers such as a sense of personal pride or a good basic salary are no longer enough to keep the employees happy.
According to Ahuvia This new fad uses money as a motivator through an incentive type of system which rewards the employees who utilize their capabilities beyond their call off duty. In addition to the good pay and bonuses, Lincoln has managed to operate with minimal lay offs and its absenteeism and the turnover rates are believed to be the lowest among all manufacturing factories in the U.
The use of an incentive system has continuously motivated the employees to work as a team leading to improved quality at reduced production costs.
Lincoln rewards its outstanding employees with large bonuses depending on individual contribution to the overall performance of the company. S in terms of productivity and employee payments Spear, Historically, the amount of bonuses paid by LE to the employees per year constitute more than 50 percent of their incomes making them rank among the highest paid factory workers round the globe.
However, despite the massive success which LE has achieved from the incentive system in the U. S, the system has proven to be quite incompatible with the values and needs of the workmen in other countries especially those in European countries such as Germany.
In its expansion plans during the early s, LE managers made some major mistakes which led to severe impacts on its business and almost destroyed the company Lippincott, Some of these mistakes include making the assumption that the incentive system which had worked well in the U.
S would work well everywhere, high ignorance of global management skills and paying too much attention to manufacturing processes as compared to the other activities of the company. While the company made many technical innovations in its expansions abroad, the incentive system remained institutionalized due to the assumption that it would work everywhere and at any time.
The company management left the system on an auto pilot instead of seeking ways in which to modify it to meet the needs and values of the changing environments. This incentive system needed modification because the pay-for-performance system and bonus rewards seemed to encounter some legal barriers.
Having limited international management skills, the LE mangers made many mistakes in their decisions to venture into the global markets without adequate surveys. First of all, the then CEO made an uninformed rush to globalize with the aim of replicating the very successful incentive system to eleven countries simultaneously.
The managers did not bother to implement a trial period because they assumed that since the reward system had worked very well in the U.
S, it would still work in other countries.By MIKE MALLETT Alan Barker is a championship contender. The Norwich, N.Y., driver is the mix for the Thunder Mountain Speedway title which will come.
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