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CHAPTER 7 • IMPLEMENTING STRATEGIES: MANAGEMENT AND OPERATIONS ISSUES 233

Still another criterion widely used to link performance and pay to strategies is gain
sharing. Gain sharing requires employees or departments to establish performance tar-
gets; if actual results exceed objectives, all members get bonuses. More than 26 percent
of U.S. companies use some form of gain sharing; about 75 percent of gain sharing
plans have been adopted since 1980. Carrier, a subsidiary of United Technologies, has
had excellent success with gain sharing in its six plants in Syracuse, New York;
Firestone’s tire plant in Wilson, North Carolina, has experienced similar success with
gain sharing.
Criteria such as sales, profit, production efficiency, quality, and safety could also serve
as bases for an effective bonus system. If an organization meets certain understood, agreed-
upon profit objectives, every member of the enterprise should share in the harvest. A bonus
system can be an effective tool for motivating individuals to support strategy-implementation
efforts. BankAmerica, for example, recently overhauled its incentive system to link pay to
sales of the bank’s most profitable products and services. Branch managers receive a base
salary plus a bonus based both on the number of new customers and on sales of bank prod-
ucts. Every employee in each branch is also eligible for a bonus if the branch exceeds its
goals. Thomas Peterson, a top BankAmerica executive, says, “We want to make people
responsible for meeting their goals, so we pay incentives on sales, not on controlling costs
or on being sure the parking lot is swept.”
Five tests are often used to determine whether a performance-pay plan will benefit
an organization:
1. Does the plan capture attention? Are people talking more about their activities
and taking pride in early successes under the plan?
2. Do employees understand the plan? Can participants explain how it works
and what they need to do to earn the incentive?
3. Is the plan improving communication? Do employees know more than they
used to about the company’s mission, plans, and objectives?
4. Does the plan pay out when it should? Are incentives being paid for desired
results—and being withheld when objectives are not met?
5. Is the company or unit performing better? Are profits up? Has market share
grown? Have gains resulted in part from the incentives? 13

In addition to a dual bonus system, a combination of reward strategy incentives, such
as salary raises, stock options, fringe benefits, promotions, praise, recognition, criticism,
fear, increased job autonomy, and awards, can be used to encourage managers and employ-
ees to push hard for successful strategic implementation. The range of options for getting
people, departments, and divisions to actively support strategy-implementation activities
in a particular organization is almost limitless. Merck, for example, recently gave each of
its 37,000 employees a 10-year option to buy 100 shares of Merck stock at a set price of
$127. Steven Darien, Merck’s vice president of human resources, says, “We needed to find
ways to get everyone in the workforce on board in terms of our goals and objectives.
Company executives will begin meeting with all Merck workers to explore ways in which
employees can contribute more.”
Many countries worldwide are curbing executive pay in the wake of a global financial
crisis. For example, the German cabinet recently imposed a $650,000 annual salary cap on
banks that receive any government-backed capital injections. The German cabinet also
imposed a ban on bank executive bonuses, stock options, and severance payments through
2012. Companies worldwide that participate in government bailouts or capital infusions
are increasingly being constrained in executive compensation. The U.S. House of
Representatives and Senate members severely criticized the CEOs of Ford, GM, and
Chrysler for being paid so much in the face of failing companies.
There is rising public resentment over executive pay, and there are government
restrictions on compensation. Based in Thousand Oaks, California, Amgen recently directed
all shareholders to a 10-item questionnaire asking them what they think about the firm’s com-
pensation plan. Schering-Plough Corp. was going to use a similar survey just as it agreed to be