Working creatively with a union: Lessons from the Scanlon Plan

Driscoll, James W.

doi:10.1016/0090-2616(79)90004-4

Cited by 9 publications

(3 citation statements)

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“…That tradeoff has been rather effective. EI appears to be positively related to job satisfaction, somewhat less to productivity (Miller & Monge, 1986), and related inversely to worker withdrawal and absenteeism (Cummings & Molloy, 1977;Driscoll, 1979;Farrell, 1983;Gadon, 1984;Gadon & Cohen, 1978).…”

Section: Good Feelings and Discretionary Behaviormentioning

confidence: 95%

Employee perceptions of corporate partnership: An affective-moral quid pro quo

Gorden

Anderson

Bruning

1992

Employ Respons Rights J

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Section: Good Feelings and Discretionary Behaviormentioning

confidence: 95%

Employee perceptions of corporate partnership: An affective-moral quid pro quo

Gorden

Anderson

Bruning

1992

Employ Respons Rights J

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“…The consultants absorbed much of the criticism (attributable to the lack of regular bonuses) that would otherwise have been directed towards management -I constantly heard references from both employees and managers to the consultants', not management's, error. This, in turn, created a very different shopfloor view of the bona fides of management's initial motivation [18]. Nevertheless, managerial decisions affected the gainsharing programme in a substantial way and, without reconfiguring the bonus formula, the trust between management and the employees may be damaged.…”

Section: Gainsharing Programmes Must Be Based On Trust □mentioning

confidence: 98%

Promises Kept, Promises Broken: Reciprocity and the Scanlon Plan

Thornicroft¹

1991

Employee Relations

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

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“…Unlike many techniques, models, and theories, the Scanlon Plan has proven it is not a fad through its longevity in practice and influence on labor-management relations literature. The Scanlon Plan's enduring legacy can be found in some 117 studies conducted over the past six decades (Scanlon, 1948;Lesieur and Puckett, 1969;Frost et al, 1974;White, 1979;Driscoll, 1979;Shuster, 1983;Bullock and Lawler, 1984;Collins, 1998;Mericle and Dong-One, 2004). From these reviews, the typically mentioned positive benefits of the Scanlon Plan were:…”

Section: The Scanlon Plan In Retrospectmentioning

confidence: 99%

Joseph N. Scanlon: the man and the plan

Wren

2009

Journal of Management History

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Purpose -The paper aims to describe the career and contributions of Joseph Scanlon in gaining labor-management cooperation through employee participation and sharing the gains from cost savings. Design/methodology/approach -The paper makes use of archives and unpublished sources; correspondence with Scanlon's daughter and a previous colleague; Scanlon's writings; and secondary sources as needed. Findings -Joseph Scanlon used his experiences to develop a plan that encouraged union-management cooperation and workers and managers sharing gains from improved productivity. Scanlon's background is examined and how his colleagues at Massachusetts Institute of Technology, especially Douglas McGregor, provided the venue for his ideas to flourish and gain widespread acceptance. An analysis of 117 studies over a period of six decades is used to identify the conditions that appear to promote or to interfere with the Scanlon Plan. Practical implications -The Scanlon Plan illustrates a means to promote labor-management cooperation and a means to involve employees through sharing cost savings. Originality/value -This is the first biographical study to use archival and unpublished sources to provide new insights into Scanlon and how his plan for cooperation and Gainsharing developed.

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Working creatively with a union: Lessons from the Scanlon Plan

Cited by 9 publications

References 0 publications

Employee perceptions of corporate partnership: An affective-moral quid pro quo

Employee perceptions of corporate partnership: An affective-moral quid pro quo

Promises Kept, Promises Broken: Reciprocity and the Scanlon Plan

Joseph N. Scanlon: the man and the plan

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