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Washington, DC
Happy Paws
Happy Paws
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Boarding, Sitting, Daycare, & More
View Details
Shantell T.
Online Now!
36 Reviews
26 Repeat Guests
Boarding, Sitting, Daycare, & More
View Details
Overnight At Sitter's Home
Overnight At Your Home
Daycare At Sitter's Home
Dog Walking
Request Reservation
Contact Shantell
Other Sitters Nearby
Same day bookings are OK
Responds within 10 minutes
Cancellation Policy:
Pet Requirements
1-20 lbs
20-40 lbs
40-80 lbs
80+ lbs
All Ages OK
List of Breeds Not Accepted
Great Dane, Greyhound
List of Pets OK for House Sitting
Dogs, Cats, Fish
Shantell's House
View Neighborhood Map
Children at home (Under 5 years old, 5-12 years old, 13-18 years old)
Large Yard
100% fenced & locked
Smoke-free home
Pets allowed on furniture
Air-conditioned inside
About Shantell
20 Years Experience Caring For Dogs
A family of dog lovers and pets of all sorts. My paw pals are great company for me around the house and excellent walking buddies for my daily exercise walks. I am a very energetic, friendly and easy going people person who happen to enjoy caring for pets. This is something that comes natural for us being that we grew up in a household with cats,dogs,birds...etc. Residing in the dc Lily Ponds
area, there is a huge grassy area with a park, river and playground directly across from our home. Pets enjoy going to run n play there. As well as going for walks along the path. A very peaceful neighborhood I must say and we love it. We have children of our own and are actually looking to home a new pup soon. Currently our schedule allows us to offer 24/7 care 7 days a week. So rest assured knowing that your pets are NEVER left alone. We normally DONOT cage animals so they are free to socialize in our home as we would our own Unless you the owner request otherwise. You are welcome to bring pet beds to make your pup comfy as can be if you like. Hopefully we can make new friends with your happy paws also. Typically drop off and pick up time will be the same UNLESS discussed before booking, otherwise an additional charge of $5 per hour. Feel free to ask any questions you may have, Also check out my great reviews and repeat customer listings. I will respond as soon as possible if you have questions, or concerns. I'm also open to custom quotes so if you're in need of a small discount don't be afraid to ask. Check out our new Happy Paws Instagram Page @happypawsdmv. Thanks and Be Blessed!!
Read More about Shantell...
Contact Shantell
Can administer oral medicine
Can administer injected medicine
Special Needs Accommodated
Pets recovering from surgery
Separation anxiety
Aggressive behavior
Leash Pulling
Not yet house-trained
Advanced senior issues
Shantell T.
Online Now!
36 Reviews
26 Repeat Guests
Boarding, Sitting, Daycare, & More
View Details
Overnight At Sitter's Home
Overnight At Your Home
Daycare At Sitter's Home
Dog Walking
Request Reservation
Contact Shantell
Other Sitters Nearby
Same day bookings are OK
Responds within 10 minutes
Cancellation Policy:
1 Spot Left
Last updated February 27, 2017
Background Checked
This sitter has passed a background check, which searches a variety of criminal databases.
Course 101 Graduate
By completing courses at DogVacay University, hosts learn about best practices to help them provide the highest quality care for your dog.
Course 102 Graduate
By completing courses at DogVacay University, hosts learn about best practices to help them provide the highest quality care for your dog.
Pack Promoter
Pack Promoters are active members of the community who promote DogVacay and hosting best practices.
Pay through DogVacay for:
Premium Pet Insurance, 24/7 Customer Support and Daily Photo Updates!
Services & Rates
Boarding Overnight At Shantell's Home
Watches up to 5+ dogs/night
Dogs will never be left unattended
Dogs will have full access outside for potty breaks
3+ walks/day
Pets can sleep wherever they want
House Sitting Overnight At Your Home
Dogs will never be left unattended
Willing to travel 10 miles
Daycare At Shantell's Home
Watches up to 5+ dogs/day
Dog Walking
Willing to travel 20 miles
Willing to travel 10 miles
More Services
Ren G.
Jan 2017
Shantell was great! My dog had an amazing dogvacay! Shantell is very attentive to each of the dogs (and she had many!) and to dog parents as well.
She kept me updated with pics and she was always responsive to my messages. She made my dog (and me) feel like she truly cared. Shantell's high level of attention and professionalism guarantees that my dog will be back again.
Read More...
Lindsay M.
Jan 2017
I was so happy with Ella's stay with Shantell. Not only does Shantell posts lots of pics on her IG page but she also sends updates through DogVacay
so I was always comfortable knowing that Ella was happy and well taken care of while I was away! I would highly recommend Shantell for anyone looking for a great sitter while you're away from your pup!!
Read More...
Marcus M.
Dec 2016
My pup had a great time with Shantell and the kids! She made pick up and drop off very easy and sent lots of pics while I was away. Very happy with the experience.
Julia F.
Nov 2016
Shantell was great and Charlie seemed to really like her.
Shannon H.
Oct 2016
My Cane Corso puppy was boarding with Shantell, and I needed to extend my trip at the last minute. She was very accommodating of the additional day. Much appreciated!
Shannon H.
Oct 2016
I boarded my Cane Corso puppy with Shantell for a few days, and he seemed to enjoy himself at her home. She was very responsive to my texts checking in on him and sent pictures of him daily.
Justin H.
Oct 2016
Daisy had a wonderful time and was all tuckered out when I picked her up! Was also very happy that I was able to book on short notice.
Ellie C.
Oct 2016
Bigby always has a good time with Shantell!
Margaret S.
Oct 2016
Very pleasant experience. Shantell is an excellent DogVacay host and I would definitely recommend her to anyone.
nick n.
Sep 2016
Great weekend. Tons of pics to keep us updated. Everything we expected and wanted.
Ellen P.
Sep 2016
Shantell did a great job making our dogs feel comfortable in her home. In spite of a very busy holiday weekend with lots of dogs to take care of,
she was very responsive and even sent photos. She lives across the street from a great park where she walks the dogs when she can and also has a fenced back yard. Both of our pups came home happy and tired at the end of each day of their 3-day visit at her house.
Read More...
Rachel P.
Aug 2016
Shantell was just so sweet! A nice, clean, and welcoming home for my dog to spend a few days at. I would definitely recommend her to any one looking for a pet sitter!
Amanda T.
Aug 2016
Shantell loves what she does and it shows!!! From the moment my dog and I walked in, she made us feel welcome. So thoughtful and accommodating, my super shy pup warmed so quickly!! We will be repeat customers for sure!!!
Monica M.
Aug 2016
Shantell was friendly and responsive, and our dog quickly settled into her home for a good stay.
Jacquelyn C.
Jul 2016
Shantell was awesome per norm. She sent me the cutest video of her and her daughter taking Honey on a walk. I'm already booking another vacay for Honey. It is such a relief to have a reliable, trustworthy sitter.
Karen S.
Feb 2016
Shantell and Jerome are the best! I've entrusted them with Hoss on three separate occasions, all of which went very well. The love and care they have
for dogs was obvious from our first meeting, and it's truly a family affair because their adorable children share the same level of excitement to see Hoss when he arrives. I'm most appreciative that I can travel without worry, knowing that they are attentive and accommodating to me and my dog's needs. It's amazing that what began as a random search for a dog sitter turned out to be a very special find.
Read More...
Liv C.
Feb 2016
We found Shantelle & Jerome last minute to look after buzz while we were away over Christmas and were so thankful! Shantelle & Jerome were
accommodating and easy to work with. They're lovely and clearly love dogs. We got regular picture updates. Buzz had several doggie companions throughout the stay and was tired for several days after we brought him home, usually a pretty good sign he had fun. We'll definitely use them again!
Read More...
Lindsay H.
Jan 2016
Nelson had a great time with the family and the other dogs! :) Thank you.
Ellie C.
Jan 2016
Shantell and Jerome were extremely accommodating and friendly! I would definitely use their services again
Dec 2015
Thank you for always being available to take care of Buffy. Especially when I send my request with such short notice. I appreciate you.
Jacquelyn C.
Dec 2015
Shantell and her family took excellent care of my dog Honey. They asked questions about her schedule, likes, dislikes, diet and health. Honey felt
at home less than 5 minutes of being in their home. Shantell sent me lots of pictures and even sent the most adorable Thanksgiving picture of Honey. Honey is very used to companionship and open spaces. She does not do well in crates and kennels or without human contact. She came home happy and well adjusted. What a relief to know we have the option of a caring, responsible dog sitter for when we need to travel and Honey cannot accompany us! I definitely recommend Shantell. She made our first experience with dogvacay a very good one. I will be booking with her again for sure.
Read More...
Samantha B.
Nov 2015
Shantell and her family are amazing! This is my second time with them and they will always be my go too! Having to deal with a big pit bull and a
miniature poodle is a lot to ask but they were so nice and loved having them both. I love all the picture updates :)
Read More...
Oct 2015
Shantell has been a lifesaver countless times now. She has been able to keep Buffy with the shortest of notice. My dog cries in front of her house
and jumps straight out of the car and runs to the door. I cannot thank you enough will being available to me with my hectic schedule. I highly recommend her.
Read More...
Oct 2015
Great as always!
Sep 2015
With such short notice Shantell was able to accommodate my big baby. I couldn't have been happier. She's excellent!
Sep 2015
Excellent and very flexible.
Sep 2015
Shantell was a lifesaver for me. I had to extend my stay twice due to work and she was always available. Buffy was in great hands!
Maiya S.
Jul 2015
Shantell and her family did a great job with my 3 year old pit/pointer mix. this was our first time ever being apart and it happened to be for an
entire week. Shantell took great care of her and was excellent with providing updates. this was my first time using dogvacay.com. the site and services are very professional. i was even able to extend the stay last minute,1 day, and shantell was more than accommodating. my dog was very happy once i returned and well taken care of. thanks shantell. as a first timer, i highly recommend.
Read More...
John M. J.
Jun 2015
My dog Buddy had a good time ( his vacation ) I like having Shantell's family take care of my dog.
Tamara M.
Apr 2015
Once again Shantell did an outstanding job caring for my Chloe. When I pulled up to her house Chloe leapt out the car window and ran up to the door.
She was pampered and loved by her children. I'm afraid one day I will go to pick her up and she will hide from me. Thank you Shantell.
Read More...
Tamara M.
Mar 2015
Shantell B was awesome. She was very accommodating to my situation, as well as the unique needs of me and my Chloe. I would recommend her to anyone
who loves their dog like family. I will most assuredly use her again and again.
On a side note she may have loved my Chloe a little too much. She was a little sad last night when she realized she only had me :).
Read More...
John M. J.
Feb 2015
I've taken my dog there a few times. They really did a good job taking care of my dog.
Samantha B.
Dec 2014
My dogs were in the best care! I will definitely make another reservation. The whole family was great :D
Natasha P.
Dec 2014
Would definitely use again. My dog was very happy.
John M. J.
Sep 2014
My dog was in good hands. My dog got lots of attention, which he likes. I will surely use them again.
Tamara P.
May 2014
overall a nice stay for my dogs
Read All 36 Reviews
Browse our amazing pet sitters in
Mayfair, Washington , DC
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text:
MyCleaningProducts Puts on Sale Its Spider Repellant, Offers Free…
MyCleaningProducts introduced its new spider repellant product. Along with its other cleaners, its spider spray is on sale with 10% discount and free shipping.
(PRWeb July 14, 2012)
Read the full story at http://www.prweb.com/releases/2012/7/prweb9692022.htmClick here for reuse options!
Copyright 2012 Biotechblog
Comments are closed.

subset: commoncrawl


text:
search all 100,483 blends
by name:
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home > signature blend >
Freudz Boyz
created by: MrsPremise
Here's a brainy tea blend for Freud and his boys (you know, Carl Jung and all those guys). Get your synapses snapping with green chai and lemon, high-caffeine citrus mate, and tangy ginseng green. Crack a freaking book and stop watching those movies. After a cup of this odd tea you'll know how the story ends: it's Freudz Boyz.
2 reviews
2 recent reviews
click & drag the tin to rotate
ingredients & lore
blended with green tea, yerba mate tea, cinnamon bark, orange peels, ginger root, cloves, cardamom, natural ginseng flavor, natural spice flavor, natural orange flavor, natural lemon flavor, marigold flowers
teas: green chai, citrus mate, ginseng green
accented with lemon verbena, coconut and pineapple
Inspired by my favorite video game comedy group, Mega64. This tea is meant only as a fun homage.
steep at 175° for 3 mins
This tea contains a high level of caffeine
this tea is part of the DA 64 BOYZ fandom
Love Freudz Boyz? This is just one of 15 teas in this fandom. Check out the whole series.


text:
Multiple prototypes were made and then tested by the likes of Leo Houlding, Mountain Tracks ( Chamonix-based mountain guiding company) and Team Orion (world champion adventure racing team). The resulting collection comprises five technical products, sitting in two product ranges, including the following:
The Mount Asgard Smock in Extrem (£220) was developed with Leo Houlding over an exhaustive 18 month period and has been tested by Leo to its limit. The featherweight waterproof and breathable piece is an emergency outer 'shell' for climbers, and its feature set includes a new hood construction that allows the wearer to easily adjust it to best fit their head using just one hand and while still on the move. Made out of the lightest possible 3L Gore-tex Pro Shell with micro-grid backer technology, the Asgard Smock weighs in at 289g.
The Octans 40 (£80) in Trail Sports is an adventure racing pack, inspired by world champions Team Orion, which they agree delivers no compromise and no shortcuts. It's made from a tough, lightweight fabric and features a clip opening system, an elasticated stability hipbelt and height adjustable chest strap for improved comfort and carry.
Finally, the legendary Yeti Gaiter (£90) has been re-born for the 21st Century. The original Yeti is a product that, during more than 30 years, helped establish Berghaus' reputation for innovation. The new Yeti Extrem Pro is the end product of a long labour of love by the MtnHaus Team. The new Yeti features a new and improved rubber rand, hidden single pull tension adjustment and a large front storm flap. It is a real step forward for one of Berghaus' most famous outdoor performance products.
All of the MtnHaus products are available from specialist outdoor retailers now.
Rockfax has just made a significant contribution to sustainable bolting on Mallorca with a donation of bolts to help fund the... Read more
On the weekend of 18 & 19th March 2017 The Climbing Works International Festival (CWIF) returns for its 11th year. Over the last... Read more
Plas y Brenin - The Movie showcases Plas y Brenin's unique location in Snowdonia and looks carefully at the natural components... Read more
Beacon Holds can configure a speed climbing route for your climbing facility, just in time for speed climbing to take off in the... Read more


text:
With Instructables you can share what you make with the world, and tap into an ever-growing community of creative experts.
Tell us about yourself!
3W 4'x4' Arduino Laser Cutter/Engraver
Fun build learned alot
Putting it all together was pretty simple. Had a couple snags with the programming side of things
Join 2 million + to receive instant DIY inspiration in your inbox.
© 2016 Autodesk, Inc.


text:
Jacqueline Mingo
Exceedingly Abundantly : How GOD Delivered Me From The Curse Of Debt
Книгу можно купить в интернет-магазинах:
· OZON.ru 1496р. [Проверить наличие]
ISBN: 059536733XИздательство: iUniverse, Inc.
Год издания: 2005
Book Description Exceedingly Abundantly was written specifically for Christians who desire to break free from the curse of debt. Having credit is not necessarily a bad thing; credit is often required to operate within this world?s financial system. It is the misuse and abuse of credit that creates the bondage of debt in Christians? and non-Christians? lives. Exceedingly Abundantly is a testimony that uses biblical principles and practical examples to help guide Christians to their debt freedom. Many Christians are saddled with an exorbitant amount of debt?robbing God of the tithe and spending their way through situations that only God can fix. After coming to heavily rely on numerous credit cards with highbalances, author Jacqueline Mingo was initially ashamed and extremely uncomfortable with her debt. But through her faith, Jacqueline realized that she didn?t have to live under such bondage. Through her experience, you too can...
Посмотрите другие книги этой тематики:


text:
Home » Home and Garden » Food / Cooking » Amora Coffee Affiliate Program
Wake up to the Amora Coffee affiliate program, offering ultra-premium coffee that is roasted in small batches and delivered fresh to customers' homes by 2-day Priority.
Sign up with FlexOffers.com to learn more about the Amora Coffee affiliate program today!
*Please note we are not currently offering this affiliate program in our system, but similar programs in this category can still be found at FlexOffers.com.
Promote this program and similar ones on your website today. Register online, it's 100% free to join.
Do you have a business for our publishers to promote? Then become an advertiser today, it's
easy to get started.
Copyright © 2017 FlexOffers.com Affiliate Programs. All rights reserved.


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The Nit-pickers Randburg, Linksfield, Nelspruit
Natural Products, children, hair
The FDA-cleared Air Alle™ device provides a revolutionary new way to kill head lice without using pesticides or other chemicals. Clinical studies have shown that the device, which uses only controlled heated air, provides a very safe, fast and highly effective way to kill all stages of head lice – including lice eggs (nits). No Pesticides, no Chemicals Kills head lice and their eggs! Overall, more than 99% of eggs are dead after treatment by experienced users A single 30-minute dry treatment No water, shampoos, or sinks needed Kid-friendly! A disposable applicator tip is used for each treatment Clinically tested – FDA cleared
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Organic, safe, lice preventative products
School lice screening service
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text: No plan to call here for breakfast. Stopped by for a coffee and ended up having breakfast. The result was one of the best breakfast burritos I've had .. and my partner sourced a great omelette. The latter was filled with spinach, mushrooms and cheese .. all cooked really well. Quick to arrive and delivered to the outdoor patio. The... More


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Top Definition
Random exclamation of approval. For best results, use after other pieces of slang, or after a your mom type insult.
Your Friend: "Boo yah grandmother!"
You: "Aww yeeah!"
You: "Aww yeeah!"
by Vampiro September 04, 2003
The Urban Dictionary Mug
One side has the word, one side has the definition. Microwave and dishwasher safe. Lotsa space for your liquids.Buy the mug
The Urban Dictionary T-Shirt
Smooth, soft, slim fit American Apparel shirt. Custom printed. 100% fine jersey cotton, except for heather grey (90% cotton).Buy the t-shirt


text:
30% OFF Chef Alan Lace Mats | Use Promo Code STYLE
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Browse our latest arrivals!
Easter, Wedding, St. Pat's & more...
30% OFF Original Price!
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Shamrock Cake
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$584 1 bed 2299 10th Rd SW, Vero Beach FL, 32962
$584 1 bed
2299 10th Rd SW, Florida Ridge, 32962
Commute to Downtown Florida Ridge
This apartment is in Florida Ridge.
Preserve at Oslo has a Walk Score of 27 out of 100. This location is a Car-Dependent neighborhood so most errands require a car.
Florida offering a range of ammenities such as Pool, Computer Room, Gym, 24 hr. oncall management. Offering 1 Bedrooms, 2 Bedrooms, and 3 Bedrooms. Call for special pricing. Pets Allowed, Onsite 4MH9TJ Laundry, Dishwasher, Stove, Garbage Disposal, Refrigerator, Microwave, Swimming Pool, Lawn Care Included, Trash Included, Smoking Allowed, Pest Control.
Owner/manager tools | Report bad listing | From rentjungle.com
Florida Ridge, Florida, 32962
Most errands require a car.
About your score
Explore how far you can travel by car, bus, bike and foot from Preserve at Oslo.
View all Florida Ridge apartments on a map.
Popular apartment searches include furnished, pool and fitness.
Preserve at Oslo is in the city of Florida Ridge, FL. Florida Ridge has an average Walk Score of 11 and has 18,164 residents.Learn More About Florida Ridge


text:
4 star hotel
Area: Main Street District
0.13 mi from Renaissance Tower
4 star hotel
Area: City Center District
0.52 mi from Renaissance Tower
3 star hotel
Area: Trinity Industrial District
1.89 mi from Renaissance Tower
4 star hotel
Area: Trinity Industrial District
1.99 mi from Renaissance Tower
4 star hotel
Area: Northwest Dallas
2.35 mi from Renaissance Tower
2 star hotel
Area: West Dallas
3.01 mi from Renaissance Tower
3.5 star hotel
Area: Northwest Dallas
4.50 mi from Renaissance Tower
|Hotel Deals
|Save up to 52%
|AAA Hotel Discounts
|Save up to 40%
|Senior/AARP Hotel Discounts
|Save up to 20%
|Pet Friendly Hotels
|131 hotels
|Family Friendly Hotels
|92 hotels
|Airport Hotels
|77 hotels
|Luxury Hotels
|6 hotels
|Las Colinas, Irving
|16 hotels
|Northwest Dallas
|13 hotels
|Trinity Industrial District
|12 hotels
|Main Street District
|5 hotels
|City Center District
|5 hotels
|Bank of America Plaza
|0.17 mi away
|Dallas World Aquarium
|0.24 mi away
|I.M. Pei's Fountain Place
|0.25 mi away
|Comerica Bank Tower
|0.27 mi away
|Dallas County Historical Plaza
|0.31 mi away
|John F. Kennedy Memorial
|0.31 mi away
|Dallas Holocaust Museum
|0.33 mi away
|J. Erik Jonsson Central Library
|0.35 mi away
|American Museum of the Miniature Arts
|0.36 mi away
|Majestic Theater
|0.37 mi away
|Farmers Branch, TX
|11.10 mi away
|11 hotels
|Irving, TX
|11.16 mi away
|74 hotels
|Duncanville, TX
|11.35 mi away
|6 hotels
|Mesquite, TX
|12.19 mi away
|16 hotels


text:
Hotel PALA MESA RESORT
Service & facilities
|Earliest check-in
Service & facilities
Hotel facilities
- Hotel-owned car park
- Safety deposit boxes at reception
- Ice machine
- Restaurant(s)
- Hotel bar
Room facilities
In-house services
- Pets permitted
- Business center
- Car rental
- Babysitter
Style of hotel and ambience
-Property description-, step outside lifes daily grind and into the pala, mesa golf resort. This 205-acre haven is located, in the foothills of the north san diego wine, country and surrounded by avocado and citrus, groves. From the beautiful mountain views to the, warm inviting staff you will experience peace and, tranquility at every turn., ., Newly renovated spacious guestrooms provide a, comfortable oasis for each guest. The california, ranch-inspired rooms are decorated with deep and, relaxing club chairs down comforters cable tv, spacious walk-in closets wet bar and coffee maker., Several suites offer jacuzzis and patio-private, balconies with a scenic view of the surrounding, hills or lush greenery of the fairways.
Hotel data
Service times
Earliest check-in:
Accepted payment methods
- Diners Club
- Visa
- Eurocard/MasterCard
- American Express
- Japan Credit Bureau (JCB Intl.)
2001 OLD HIGHWAY 395, 92028 Temecula -
Area Attractions, Recreation Information
- 14.37 km
- 70.27 km


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***Enrolling for 2017-18***
Lottery deadline Friday, Feb 24th
It is not too late to share the word. Invite friends and neighbors to stop by for a tour T-F 9:00 a.m. to 2:00 p.m. to learn about our curriculum, specialty classes, campuses, school community, teachers and more.
Our lottery deadline is February 24th.
Families can visit and tour our secondary school as well and learn about our 7-12 curriculum and programs, sports, electives and our plans for the new middle school program (6-8 grades) that will be opening August 2017.
Join us in our growth and assure that your children experience excellence in their K-12 years.
***Limited seats are available for the current school year. Contact the campus secretary to check availability and learn how to register***


text:
North America
Conn. auction bill 'deader than dead'Mon, 27, Feb 2017
A proposed Connecticut bill that would have required auctions to post their fees conspicuously has been dropped from consideration following pushback from local auction houses, according to a proponent of the bill.
Mexico warns U.S. it'll cut off NAFTA talks if tariffs proposedMon, 27, Feb 2017
Mexico's top trade negotiator doubled down on threats to break off talks to rework NAFTA, saying his country will walk away if the U.S. insists on slapping duties or quotas on any products from south of the border.
Magna says Q4 profits remained stable as revenues grewFri, 24, Feb 2017
Diversified Canadian auto supplier Magna International said increased protectionist measures in North America could pose a substantial risk to the supplier achieving "desired results" in the future.
Acura lands jersey sponsorship deal with Columbus Crew soccer clubFri, 24, Feb 2017
Acura will be the official jersey sponsor and automotive partner for Major League Soccer's Columbus Crew. The deal calls for the Acura logo to appear on the front of Crew jerseys for the next three seasons.
Mercedes studying U.S. sales of new pickupFri, 24, Feb 2017
Mercedes is looking closely at growing demand in the U.S. for midsize pickups to determine whether there is potential to launch the new X class in the market.
VW exec Schmidt pleads not guilty, but must stay behind bars, judge saysThu, 23, Feb 2017
Volkswagen executive Oliver Schmidt will remain behind bars as an extreme flight risk even after not-guilty pleas were entered on his behalf during his arraignment Thursday in U.S. District Court in Detroit.
PSA takes first steps to U.S. market entry with ride-sharing serviceThu, 23, Feb 2017
PSA will be a partner in TravelCar, a ride-sharing service set to begin in April at airports in San Francisco and Los Angeles, as the automaker takes the first steps toward re-entering the North American market.
GM worker released from hospital after stabbing at Wentzville plantThu, 23, Feb 2017
A worker at General Motors' Wentzville assembly plant in Missouri has been released from the hospital after being stabbed five times Wednesday night at the plant, according to officials.
German court bars discussion of emissions documents in Audi caseWed, 22, Feb 2017
A German court barred the public disclosure of documents relating to VW Group's emissions scandal during a hearing for wrongful dismissal brought by a former Audi engineer.
Honda Canada CEO Jerry Chenkin to retire; Dave Gardner named successorTue, 21, Feb 2017
Jerry Chenkin, the first Canadian to lead Honda Canada Inc., will step down as CEO at the end of March, the automaker said. Dave Gardner, who is senior vice president of operations and risk management officer, will succeed Chenkin.
Toyota's giant hydrogen leap gets an assist from ShellTue, 21, Feb 2017
Royal Dutch Shell will build seven fueling stations for hydrogen cars in California through a partnership with Toyota, laying down their latest bet on the demise of the internal-combustion engine.
Bob White, founder of the Canadian Auto Workers, dies at 81Mon, 20, Feb 2017
Bob White became the first president of the CAW after he and assistants Buzz Hargrove and Bob Nickerson successfully managed to break away from the UAW in 1985.


text:
Comics That Could Be Directed to Funeral Professionals, So True
There's not much to say that can set up the below comics. When you read them I don't think there is any possible way to deny the fact that they could have been created with funeral professionals in mind.
Something has to change…
My marketing guys tells me…
What IF Facebook…
What IF Facebook used the same marketing methods funeral homes do to reach their target users, who are also some of the same prospects your marketing too? It wouldn't make sense right?
Someone please explain to me why it would make sense for funeral homes to spend so much money on these outdated, unmeasurable marketing strategies?
If your ready to embrace new measurable marketing methods that are built on your funeral home's values and focused on the values of your customer then fill out this form so start the conversation.
Ryan Thogmartin
Go to http://funeralsocial.com to find out more about the services we offer. Our clients who are apart of our FUNERAL Social Design Process are seeing an increase in post reach and engagement of over 300%.
Ryan is also the founder of ConnectingDirectors.com. ConnectingDirectors.com is the leading online daily publication for funeral professionals with a reader base of over 45,000 of the most elite and forward-thinking professionals in the profession. With ConnectingDirectors.com Ryan has created a global community through an online platform allowing funeral professionals to Stay Current. Stay Informed and Stay Elite.
Latest posts by Ryan Thogmartin (see all)
- The Social Digital Age Is Making These Marketing Tactics Obsolete - February 15, 2017
- We Said This Would Happen, It's All About Attention - February 7, 2017
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text: Why are Christians surprised when they observe the effects of origional and continuing sin? When discussing forms of govt the Christian's first question should be "Which economic and governmental system best compensates for our sin nature? I have my opinion - libertarianism best compensates because it keeps power and law making at the lowest possible bureaucratic level. And you all?


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Chinese Immersion Parents Council of Fremont Inc © 2013-
Welcome to the official website of the parents organization supporting the Mandarin Immersion Program of the Fremont Unified School District. This program is hosted by Azevada Elementary School in Fremont, CA. We are the Chinese Immersion Parents Council of Fremont (CIPCF).
FUSD Mandarin Immersion Program Mission Statement
"The mission of our Mandarin Immersion Program is to develop lifelong learners and well-
Dr. James Morris, Superintendent of the FUSD will be the guest speaker at CIPCF's March council meeting to discuss the Mandarin Immersion program. Also scheduled to speak will be Mr. Corey Brown, Hopkins Jr. High Principal to introduce Hopkins Jr. High and their preparation for the Mandarin Immersion program to start there next school year. Child-
The Chinese Immersion Parents Council of Fremont (CIPCF) cordially invites you to attend our 5th annual Cultural Night. The event will take place on Friday January 27, 2017 at the Azevada Elementary Cafeteria and MPR starting at 6 PM PST.
The CIPCF started its annual direct donation campaign on 11/7/2016 with the hopes of reaching a $40,000 goal. While we were close to reaching our goal going into the final day of the classroom competition, the last minute flurry of donations pushed us past our goal. We plan to use the money to provide much-
|Contact Us
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Midwest Chattel Inspection Services
Simplify Your Chattel Inspections
Midwest Chattel Inspection Services was developed to provide the agricultural industry in Minesota, Iowa, Kansas, Wisconsin and other surounding states with an independent and unbiased third party grain, livestock and equipment inspection and appraisal service. Ag lenders today are looking at increasing their lending services to producers, yet they want to ensure their financial interest in the farming operation is secure. Midwest Chattel Inspection Services can provide lenders, agricultural businesses and their clients throughout the midwest with the tools they need to make smart and secure lending decisions.
Midwest Chattel Inspection Services conducts agricultural inspections for a wide range of personal and professional needs. We perform inspections that are commonly utilized for financing and loan packages, inventory reports, leases, audits, donations and many other business and personal needs.
The types of agriculture chattels we inspect include all types of grains, beef and dairy cattle, swine, sheep and all types of farm equipment including grain handling and storage facilities.
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public works department
A business use sidewalk obstruction permit is required if you are a business in the City of Cambridge and want to use an "A" framed sign, sandwich board, display merchandise, or use tables and chairs on a sidewalk in the public way. Please read the new Outdoor Dining Guidelines before applying for this permit if you plan to use tables and chairs on a sidewalk in the public way. This permit is also required if you want to hang a temporary banner across a public way.
Note: If alcohol will be served as part of outdoor seating or if the obstruction is of a permanent nature, additional permits will be required.
Permit requirements for first time applicants:
1. Apply for a "Sidewalk Business Use" permit using the City of Cambridge's Citizens Access Portal.
2. Complete the online application.
3. As part of the online application process, the applicant must attach a drawing/plan that indicates the proposed location for the placement of the sign, tables, chairs or display of merchandise on the sidewalk. The drawing/plan must indicate the distances that the sign will be from the curb, building and any other obstructions that exist nearby. For a business that plans to serve alcohol in a corral seating area in the public way, an architect/engineer stamped drawing is required.
4. A copy of the business's certificate of liability that names the City of Cambridge as an additional insured and the certificate holder must also be attached. The business must have $1,000,000 in general liability coverage per occurrence.
5. The applicant must pay the annual $75.00 application fee.
6. Start and end dates for a permit match the beginning and end dates on the business's liability insurance.
7. The application process is the same for new applicants and permit renewals except new applicant's applications are reviewed by City Counsel.
795 Massachusetts Ave
Cambridge MA, 02139
Ph: 617-349-4000
Monday: 8:30am-8pm
Tuesday-Thursday: 8:30am-5pm
Friday: 8:30am-12pm
Louis DePasquale
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Lisa C. Peterson
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text:
Motivating employees effectively
I. Introduction
Background of motivation
"How to motivate employees effectively?" has been a controversy problem which management need to be responsible for because motivating employees plays an important role to success of companies. The fact is that people are motivated to do what is in their best interests. Once this happens, employees will naturally feel motivated to work hard, because it is in their best interest to do so.
A manager needs to help build truly "motivating plans," one that inspires employees to do their best each day. People talk about motivation being either intrinsic or extrinsic. What we refer to as extrinsic motivation is really just external factors, like company bonuses, and pay raises (compensation) that ultimately affect our intrinsic motivation. So compensation is supposed to be a crucial factor to motivate employees at workplace. Compensation includes financial incentives and non financial incentives. However, this paper will focus on financial rewards for employees such as profit sharing, gain sharing, ESOP, Scanlon plan and Merit plans because these methods are applied popular to reward employee because they are organization wide incentives which allows every employee in companies joining in. Analysis of these will bring general view on compensation for employees and examine whether managers should apply financial incentives in their companies or not.
1. Compensation: With the development of economic, there are changes in compensation for employees. Financial incentives are popular among companies nowadays, however they become controversy because of its advantages and disadvantages. The manager plays an important role in deciding how effective reward system is to motive employees .
2. Financial compensation:
Type of incentive plans
- Incentives for operations employees: piecework plans, Team or group incentive plans.
- Incentive for managers and executives: short term incentives: the annual bonus, long term incentives: share options, employee share puchase plans, employer-funded share schemes
- Incentives for other professionals: Merit pay as an incentive, incentive for professinal employees, rewarding key contributors, customer service incentive plan
- Profit sharing
- Employee share-ownership schemes
- Scanlon plan
- Gain sharing plans
a. ESOP:
Employee share ownership plans (ESOPs) are companywide plans in which a firm gives shares of its own stock - or cash to be used to purchase such stock to a trust established for employees to buy shares of the company's stock. The company usually makes contribution annually in proportion to total employee, with a limit of 15% of compensation. The trust keeps the stock in individual employee accounts, and distributes it to employees upon retirement, assuming the employee has worked long enough to earn ownership of the stock.
In this paper, the term of ESOPs includes stock, stock options and phantom stock. Stock equity is a legal transfer of ownership of a share of stock issued by a company. While stock options represent terms under which the company proposes to sell equity to its employees at some point in the future with the price fixed in the present day. e. Stock option plans are widely applied particularly in the technology sphere given they represent a fairly low-cost source of employee compensation for the firm and provide maximum benefit to the employee. As opposed to stock equity, in phantom stock no legal transfer of ownership generally takes place until a liquidity event occurs at which point the phantom stock is fully convertible to real stock equity.
ESOPs bring some advantages to companies:
The greatest benefit that a company gets from this plan is tax. The firm can get a tax deduction equal to the fair market value of the shares that are transferred to the trustee. Moreover, it might also claim an income tax deduction for dividends paid on ESOP-owned stock. Employees are not taxed until they get a distribution from the trust, normally at retirement when their tax rate is lower. The Employee Retirement Income Security Act (ERISA) also let a firm borrow against employee stock held in trust and then repay the loan in pretax rather after-tax dollars.
Secondly, ESOPs can also help the shareholders of closely held corporation to diversify their assets, by placing some of their own shares of the company's stock into the ESOP trust and purchasing other marketable securities for themselves in their place.
Furthermore, ESOPs actually improve sales and financial performance of a company, according to research conducted at Rutgers University. The study also found that ESOPs have a positive effect on an employer's ability to recruit and retain employees.
Example 1: Douglas Kruse and Joseph Blasi, both professors of human resource management at Rutgers examined 343 companies with ESOPs and compared to companies without stock purchase plans. Nearly 70 percent of the ESOP companies continued to conduct business as the same entity, as opposed to only 55 percent of the non-ESOP companies that were still in business at the end of 1999. The research showed that enterprises with ESOPs stayed in business longer than non - ESOPs ones. ESOP companies' improved performance averaged 2.4 percent greater annual sales growth, 2.3 percent greater annual employment growth, and 2.3 percent greater annual growth in sales per employee.
Example 2: Thermacore, Inc. has an ESOPs. Each year, the stockholders and the board of directors approve a dollar value of stock to offer to employee. For instance, the board may decide to make available $100,000 of company stock. No one employee may subscribe for more than $10,000 worth of stock. Thermacore is a private company, so stock trades only within the company. The firm sells to the employees at a discount. The company has the right of first refusal should the employee wish to leave the company or sell stock. Employees can pay for stock in cash or by payroll deduction (textbook). Since applying ESOPs, the performance of employees improved greatly, they were shared ownership responsibility and tried their best for work leading to increase sales and revenues of company.
As a result of sharing ownership responsibility, ESOPs help companies to creat great places to work. That is the reason why the majority of ESOPs companies run smoothly and profitably.
Example 3: Recently, Fortune Magazine showed that roughly 14% of the best companies has been ESOP companies. "Employee owned companies are out there doing exactly as intended, creating great places to work," said J. Michael Keeling, president of The ESOP Association. "In 2008, an economic performance survey conducted among ESOP Association members showed that 92% of companies believed that employee ownership was good for business. With this in mind, our nation's leaders should be looking to these companies and examining business practices and culture to help make our economy stronger."
Example 4: According to a research of the NCEO website, rather than replacing wages or benefits with stock, employees are compensated greatly better in ESOP companies than are employees in comparable non-ESOP companies." One study found that the median hourly wage is 5% to 12% higher, and another found that total compensation is 5.2% higher for companies with more than 5% ESOP ownership in the company. http://www.onestopesopblog.com/2009/10/esops-increase-employee-wealth-and.html
Example 5: Another example to show the benefit of ESOPs is the Scooter Store. FORTUNE magazine today named The Scooter Store one of the top 100 best places to work in America. This is an extraordinary honor for the nation's leading supplier of power mobility equipment. The Scooter Store has retained its place in the list mentioned above for six years. At that time, The Scooter Store earned recognition for a policy of having department managers assemble their employees daily morning "huddles" to discuss each day's goals and objectives. FORTUNE also noted that employees own 40 percent of the company through an employee stock ownership plan (ESOP), a program still in place today. ESOPs help the firm always do the right thing, be phenomenal, achieve financial success, grow aggressively, and have fun (because of sharing responsibility between managers and employees). When a young company grows fast, its stocks appreciate highly, and workers can build up huge account balances in relative short time. The offer of equity is great way to attract and keep high quality people that a start up couldn't afford. (equity, why employee ownership is good for business - Havard business school press, corey rosen, john case, martin staubulus).
Example 6: Many of the world's best-known companies have used this plan and distributed the wealth and benefits to their employees. Microsoft has created thousand of millionaires over the years by distributing options to buy it rapidly appreciating stock, when the company cut back on options grants in 2003, it distributed stock units instead. Procter& Gamble has been giving and selling stock to its employees since 1887 and is now maybe between 15 and 20% owned by the people who work there. PepsiCo launched an option called Share Power in 1989, giving some five hundred thousand employees an annual equity bonus worth 10% of their pay, recently the company decreased the number of option but increased the number of its shares it distributes. Maybe most-large high-technology companies have handed out options or shares to all or nearby all of the people for them. In addition to Microsoft, Intel, Cisco system, 3Com Corporation, Verisign, Amazon.com, Adobe, ETrade, and hundreds of others also stay in that list. Nevertheless, many non high tech companies, such as Starbucks and Southwest Airlines, do the same thing. Howard Schultz founder of Starbuck, said: "The most important thing I ever did was give our partners (employees) bean stock. That's what sets us apart and gives a higher - quality employee, and employee that cares more." (Equity)
ESOPs are considered to be a kind of performance booster often raising a company's growth rates and profitability, help to improve employee attitudes.
Example 7: The KPS Special Situations Funds target bankrupt basic-manufacturing companies for acquisition, bringing in new capital, new management, and a healthy dose of ESOP. One KPS portfolio company, Blue Ridge Paper Products, Inc., 55% owned by KPS and co-investor GE Capital Corporation, and 45% owned by an ESOP, turned profitable not long after it was bought. At last report, its two thousand worker-owners held a collective stake worth $100 million. It is not too surprising because ESOP is a effective way to motivate employee, improve their performance, as a result it leads to the company's growth and profitability.
However, ESOPs also have its drawback. From the perspective of the employee, the tradeoff is often lower direct cash compensation and the increased financial risk in that their wealth is tied up in the company in exchange for the upside of ownership. ESOPs can cause the huge loss for company if it is not applied right and the term of ownership is misunderstood. As a result, ESOPs in this situation is a threat to performance and motivation of employees.
Example 8: After employees purchased a majority of stake in United Airlines in the summer of 1994, creating the world's biggest employee-owned company, managers started comparing them as "owners" and the airline changed its slogan to "Fly our friendly skies." But everyone knew that something had gone terribly wrong in United Airline. Last summer, United's pilots, who owned the single largest stake in United's parent, the UAL Corp., staged a thinly veiled work slowdown during contract negotiations. This led to cancellation of thousands of flights. By fall, the machinists, the other big group of employee owners, followed suit. The airline took the machinists to court, accusing them of conducting an illegal job action. Their union is threatening to strike. The turmoil inconvenienced tens of thousands of United's customers, placed the airline at the bottom of industry on-time rankings, caused it to rack up huge losses and sent its stock, which is mostly held by the same frustrated employees, tumbling. This problem was explained that while everybody agreed to call workers "owners," they did not act like owners, and management did not treat them like owners. ESOPs somehow are barriers and make interpersonal relationship in company more complicated. Both managers and employees cannot create a true ownership culture throughout company. Instead, labour and management displayed a lack of commitment from the beginning. The workers were roiled by dissension and resentment at the terms of the agreement, while senior managers tolerated. It seemed to be the most ambitious ESOP project but spelled trouble.
United Airlines Employee Ownership Foundering
March 14, 2001|By Laurence Zuckerman, New York Times
Apart from this, if outside competitive forces beyond employees' control reduce profitability and lower the value of employee holdings, there may be an unhappy, less motivated work force. Moreover, ESOPs increase the risk to the employee because sometimes employee retirement plans tend to ignore standard diversification techniques and, as a result, take on an increased level of risk.
Example 9: Enron workers lost more than $1 billion of their retirement savings because they were pressured to invest their 401 (k) savings in company stock. This is a widespread problem at many companies, where workers have as much as 90 percent of their 401 (k) assets in company stock. So employees at firms with ESOPs tend to increase more risk as their portfolios tend to be heavily laden with parent company stock. Moreover, in this case the company used tricky accounting techniques to hide their losses in the foreign subsidiaries. As a result, neither the market nor stock holders had a true picture of what was occurring within the firm. In a single day, the stock price dropped precipitously and, like Studebaker, many thousands lost their life savings.
Example: Zee Entertainment Enterprises Ltd, one of India's largest listed media firms, said its board has approved an employee stock options (esop) programme for the benefit of its employees and directors. Stock options will be issued over a period of five years and would be convertible into equity shares up to maximum of 5% of paid up capital of the company. ZEEL is part of the Subhash Chandra (pictured) -promoted Essel Group. "The employee stock options scheme, subject to shareholders approval, is a mechanism to not only reward the efforts of the employees, as also to develop a greater ownership and to develop a stronger foundation for the future," CEO Puneet Goenka said in a statement. The scheme is subject to the approval of shareholders of the company at the annual general meeting scheduled for 18 August. (Bonus and ESOP)
b. Profit sharing: compare if necessary
Profit sharing plans are plans in which all or most employees receive a share of the firm's annual profits. The company contributes a portion of its pre-tax profits to a pool that will be distributed among eligible employees. The amount distributed to each employee may be weighted by the employee's base salary so that employees with higher base salaries receive a slightly higher amount of the shared pool of profits. Generally this is done on an annual basis.
Brings groups of employees to work together toward a common goal (the success/benefit of the company). All of the employees are working together on the same team. The employees have the same goals and are rewarded equivalently to reinforce this shared service to customers and lack of competition with each other.
- Helps employees focus on profitability.
- The costs of implementing the plan rise and fall with the company's revenues.
Enhances commitment to organizational goals.First, it is seen as a way to encourage employees to think more like owners (see the agency theory discussion) or at least, be concerned with the success of the organization as a whole. Individual- oriented plans often place little emphasis on these broader goals. Second, it permits labor costs to vary with the organization's ability to pay.
Example: Property agent Savills is planning a payment of around £60 for staff after a recovery in the UK residential housing market. Saill's estate agency arm doubled its profit to £6.3m in 2009 with the London market in particular bouncing back. The company's 20,000 staff will benefit from the £60n bonus pot which will be shared out on a division by division basis.
Example 10: Home Depot instituted a bonus program for all its store workers. Starting in 2003, it started paying store associates a bonus if their stores meet certain financial goals. In one recent year, Home Depot distributed a total of $90 million under that companywide incentive plan. (textbook)
Example 8: As an example, Union Carbide's plan for it's 14,000 U.S. chemical and plastics division employees has frozen base salaries, but, if return on capital exceeds 8%, employees can get lump sum payments of up to 15.4% of base. Larry Doyle, Vice President of Human Resources, points out that Union Carbide secretaries are now "not bashful about nudging managers to stay at a Holiday Inn instead of a more expensive Hyatt" (Fortune, April 9, 1990). Profit-sharing is in use at several well-known companies, including Hewlett- Packard, USX, Ford, GelJeral Motors, ALCOA, Caterpillar, Monsanto, and AT&T (Business Week, November 7, 1988; Personnel, January 1991).
Example 9: General Motors' new division, Saturn, is also using profit-sharing, linking "up to 20 percent of workers' salaries...to the company's profitability" (New York Times, March 17, 1991).
- The pay for each employee moves up or down together (no individual differences for merit or performance).
- For smaller companies, these plans may result in drastic swings in earnings for employees which the employees may find difficult to manage their personal finances.
- Adherence to the FLSA requires employers to recalculate each worker's "regular rate" of pay. To overcome this limitation, employers may restrict this type of compensation to exempt employees.
Focuses only on the goal of profitability (which may be at the expense of quality). The weakness of profit sharing plans is that individual employees cannot see and know the impact of their own work and actions on the profitability of the company. Consequently, while employees enjoy receiving the profit sharing money, it gradually becomes more of an entitlement than a motivational factor. With profit sharing, employees receive the profit sharing money regardless of their own performance or contribution.
Given the above, there is still some doubt about the efficacy of profit sharing for improving organization performance. Based on expectancy theory, in fact, one would expect instrumentality perceptions, and thus individual motivation to be significantly lower under profit sharing than under individual incentives, merit pay, or gain sharing because the link between an individual's performance and organization performance (profits) is necessarily constrained by the fact that many other people have as much or more impact. This is sometimes referred to as the "line of sight" issue.
Example 11: For example, returning to the example of the automobile industry, both Ford and General Motors (GM) have had profit-sharing plans in their contract with the United Auto Workers (UAW) since 1984. The average profit-sharing payment at Ford has been $13,225 per worker versus an average of $1,837 per worker at GM (Bureau of National Affairs, 1990). What accounts for the fact that the average payment at Ford has been over seven times greater? It is probably not because Ford UAW members have worked seven times as hard as their counterparts at GM. Rather, workers are likely to view top management decisions regarding products, engineering, pricing, and marketing as more important. Therefore, although profit-sharing may, in this case, be useful in achieving the objective of making labor costs variable, the motivational impact is open to question.
Example 11: Moreover, even the idea of using profit sharing to make labor costs more variable often seems to go out the window exactly when labor costs begin to vary (downward). For example, the much publicized plan for the Dupont Fibers division (e.g., McNutt, 1990) was eliminated when division profits were down and employees were about to actually experience what downside compensation risk is all (Lbout Santora, 1991). It is likely that management will need to build a persuasive case for why employees should be willing to incur this type of risk.
c. Scanlon plan
Scanlon plan is one of the most powerful to ensure employee commitment to synchronize company's goal with that of their employees. The Scanlon plan is remarkably progressive, considering that it is now about 70 years old. Scanlon plan have 5 basic features:
- Philosophy of cooperation: managers and workers must rid themselves of the us and them attitudes that normally inhibit employees from developing a sense of ownership in the company.
- Identity: focus employment involvement, the company must clearly articulate its mission of purpose, and employees must understand how the business operates in terms of customers, prices, and costs
- Competence: Scanlon plan demands a high level of competence from employees at all level.
- Involvement system: employees present improvement suggestions to the appropriate departmental level comities, which transmit the valuable ones to the executive level committee. The latter then decides whether to implement the suggestion.
- Sharing of benefits formula: If a suggestion is implemented and successful, all employees share in 75% of the savings. For example, normal monthly ratio of payroll cost to sales is 50%. Assume the firm implements suggestions that result in payroll costs of 250,000 in a month when sales were $550,000 and payroll cost should have been 275,000. The saving attributable to these suggestions is $25,000. Workers would typically share in 75% of this ($18,000), while $6,250 would go to the firm. In practice, the firm set aside a portion, usually one quarter of the $18,750, for the months in which payroll cost exceed standard.
1. Advantages:
100 percent of all firms with Scanlon Plans report they are having a positive or very positive impact on productivity. Scanlon Plans produce the most consistent pattern of high ratings."
People, Performance, and Pay, American Productivity Center, American Compensation Association
"If you really want to partner with your employees... one such model is the Scanlon Plan, and it is one of the best kept organizational secrets for successful employee involvement through equity and responsibility sharing."
The Scanlon Plan is an innovative management process for total organization development. It includes human motivation and behaviour, general principles for the management of organizations based on those assumptions, and specific procedures for implementing these principles
- A tool for increasing the motivational forces deriving from the economic needs of organization
Training Magazine, the millennium issue
Example 12: 3 firms, Atwood Vacuum Machine co., Parker Pen co., and Pfaulder co. who have had Scanlon plans operating now for between 14 and 17 years. For the 3 firms, over this quite lengthy period, annual bonuses have ranged on average from 4.5% to 19% with very good correlation between bonuses and profits. This particular scheme provides opportunities for workers to participate in decision making and, on occasions, to self - actualise. So it improves climate of industrial relations, higher morale, better team thinking, and greater acceptance of change. And great impact on worker performance.
2. Disadvantages:
Unsuccessful Scanlon plan revealed that as bonus payout dropped, so did the number of suggestion submitted. For some reason, bonuses dropped then, in some cases, suggestion drop as well, bringing on a downward spiral. (Wage payment system - A.J Geare)
d. Annual Bonus.
Annual bonus is the short term incentives. There are three basic issues to consider when award short-term incentives:
- Most base eligibility on combination of factors, including job title/level, base salary, and discretionary considerations. Some simple base eligibility on job level or job title. A few base eligibility on salary level alone. Most firms have annual bonus plans aimed at motivating the short-term performance of their managers and executives. Unlike salaries which rarely decline with reduced performance, short term incentive bonuses can easily result in plus or minus adjustments of 25% or more in total pay. The size of the bonus is usually greater for top level executives. Average bonuses range from a low of 10% to a high of 80% or more: a typical company might establish a plan whereby executives could earn 45% of base salary, managers 25% and supervisory personnel 12%. Top level executive bonuses are generally tied to overall corporate results.
- Fund size: The employer must also decide the total amount of bonus money to make available. They use a straight percentage (usually of the company's net income). (Textbook)
- Individual awards: Management includes decision of the actual individual awards. The actual award reflects the person's performance because normally a target bonus is set for each eligible position. Companies usually tie top level executive bonuses mostly to overall corporate results, therefore, many firms end up tying short-term bonuses to both organizational and individual performance.
1. Advantages:
Encourage both managers and employee try their best to achieve company's target and improve their individual; performance.
Example: Royal Bank of Scotland Stephen Hester will top up his £1.2 salary with up to £4.8 a year un shares, the bank's annual report revealed yesterday. The new long-term deal with the man who slashed the bank's annual losses from a record £24bn in 2008 to just £3.6bn last year in worth four times his base-pay. The bonus will be paid in three increments. Half will be linked to profits the bank achieves in 2012. A further quarter will be linked to total shareholder return compares to other leading UK banks, with the top rate kicking in If RBS finishes in the top quartile. The final quarter will reflect the bank's share price. He will hit the full amount if he achieves the ambitious goal of boosting the bank's share price from 43p to 75p. Hester waived his £1.6m bonus last month, saying it would deflect attention from the outstanding progress the bank has made since he took the helm. (City A.M, 19 March 2010, RBS may be paid £5m a year bonus).
One of the drawback of this approach is giving the marginal performers to much even the company performance is fair or poor. In this case annual bonus can backfire on a business and become a minefield of employee resentment and hostility toward management. Free- floating bonuses that aren't attached to positive performance can create serious problems for struggling businesses.
What happens, for example, when business takes a nose-dive and management can no longer afford to such huge annual bonuses? Employees who received those goodies in the past, continue to expect them. And the bigger these bonuses are, the more potentially dangerous they become. I've seen corporations face outright mutiny because they attempted to discontinue their practice of offering hefty end-of-the-year bonuses.
Example 13: Between 2002 and 2005, Raymond's annual bonusmore thandoubled from $2.1 million to $4.9 million.[4] According to Exxon Mobil, long-term returns on capital, growth in earnings per share and operating results are key considerations in determining the CEO's salary and bonus.[5]. But does the CEO deserve credit for high gas prices that led to Exxon Mobil's record profits? Not according to Jeb Armstrong, an analystatArgus Research Corp., who said, "There's a perception that they're making too much. The simple truth of the matter is that prices are set by supply and demand, and they are a price taker, not a price maker."[6]. Paying pension benefits on a CEO's bonus acts as a compensation multiplier by dramatically increasing the value of a CEO's future pension. This is because CEOs typically receive much higher bonuses than other employees, and one year's record bonus can translate into a lifetime of higher pension payments. http://www.aflcio.org/corporatewatch/paywatch/retirementsecurity/case_exxon.cfm
Cash for Trash: AIG Executives Get Rewards After Bringing Down Insurer
American International Group (AIG) has been kept afloat by more than $170 billion in federal assistance since September 2008.[1] That works out to about $1,500 for every household in the nation.[2]But the New York-based giant insurer that nearly brought down the global financial system paid out more than $500 million in salaries and bonuses to hundreds of senior employees, even as it was being bailed out by the government.
The uproar over AIG pay reached a new level amid revelations in mid-March that it rewarded employees with $450 million in bonuses for 2008when its stock fell from $57.14 a share to $1.57 a share.[3] Worse, $165 million of the payments were in the form of"retention" bonuses to employees of its financial products division, which sold the complex derivatives at the heart of the company's financial troubles.[4]Even more ironic, 52 of the employees quit after receiving their "retention" bonuses.[5]
"AIG now stands for arrogance, incompetence and greed," said Rep. Paul Hodes, a Democratic lawmaker from New Hampshire, in a hearing over the company's bonuses.[6] [5] "Paying Workers More to Fix Their Own Mess," The New York Times, March 18, 2009.
[6] "CEO Testifies AIG Will Ask for the Bonuses to Be Returned," USA Today, March 19, 2009
[1] "Geithner Vows to Recoup AIG Bonuses as Lawmakers Express Fury," Bloomberg News, March 18, 2009.
[2] "Income, Poverty & Health Insurance Coverage in the United States: 2007," U.S. Census Bureau, August 2008
Total Lump-Sum Present Value of Pension: $53,251,003
Workers Lose Jobs, CEO Keeps His After Running Bank Into the Ground
The bank lost nearly $2.4 billion in the fourth quarter of 2008 due to deeper than expected trading and loan losses. It also cut its dividend down to a penny per quarter.[4]Even after receiving billions of dollars in taxpayer money, the bank plans to eliminate up to 35,000 jobs over the next three years.[5]
Meanwhile, CEO Kenneth Lewis collected nearly $10 million in 2008, more than 400 times the average amount a bank teller is paid each year.[6]Since becoming CEO in April 2001, Lewis received $134 million in pay, bonuses, stock awards and pension accruals.[7]
But much of Lewis' compensation has been in cash. His guaranteed base salary has been $1.5 million since 2002 when it was raised from $1.33 million, ensuring him each year more than what most people make in a lifetime.[19]Bank of America's board approved this knowing that non-performance pay in excess of $1 million is not tax deductible.[20]The Corporate Library, a Portland, Maine-based corporate governance research firm, notes that Lewis' base salary is at the 90th percentile for Standard & Poor's 500 firms, and has expressed "high concern" for Bank of America's overall executive compensation practices.[21]
Then there are Lewis' bonuses. In recent years these have been at least three times as much as Lewis' salary and as high as $6.5 million in 2006.[22]With Bank of America's 2008 net income down 73 percent from 2007's net income and its market capitalization down 62 percent to $70 billion at the end of 2008 from $183 billion at the end of 2007, Bank of America's directors decided in early 2009 that Lewis and other senior executives would receive no bonus.[23]
[1] "Bank of America Gets New Round of U.S. Aid," The Washington Post, Jan. 19, 2009.
[2]"Income, Poverty & Health Insurance Coverage in the United States: 2007," U.S. Census Bureau, August 2008.
[3]"Obama Bank Policy Signals $1 Trillion in Writedowns," Bloomberg News, April 3, 2009.
[4] "BofA Sees a 17-year First: Quarterly Loss; Charlotte-based Ban Also Cuts Dividend to a Penny as Government Vows $20 Billion Loan," Charlotte Observer, Jan. 19, 2009.
[5] "Bank of America to Cut Up to 35,000 Jobs," The New York Times, Dec. 11, 2008.
There is widespread public anger about the banking sector's bonus culture, which some observers blame for encouraging excessive risk-taking and helping to tip the world economy into recession.
e. Gain sharing
Gain sharing differs from profit-sharing in at least three ways (Hammer, 1988; Schuster, 1990). First, under gain sharing, rewards are based on a productivity measure rather than profits. The goal is to link pay to performance outcomes that employees can control, thus enhancing the line of sight or instrumentality perceptions (as do the following two differences). Second, gain sharing plans usually distribute any bonus payments with greater frequency (e.g., monthly or quarterly versus annually). Third, gain sharing plans distribute payments during the current period rather than deferring them as profit-sharing plans often do.
1. Advantages:
Improving Plant Performance Through Gainsharing
Woodruff Imberman
Gain sharing offers industry the opportunity to improve plant performance and boost productivity while reducing costs attributed to poor quality (e.g., waste, spoilage, rejects, and customer returns).
Example 15: Today, there are approximately 2,500 companies are using gain sharing, according to a study done by the American Management Association. Among the companies using the plan in their plant operations are such firms as Dresser Rand, Consolidated Diesel, Carter-Day, Dover Rotary Lift, Gradall Company, Ingersoll-Rand, Mixer Systems, Proen Products, Rexnord, Webster Electric, Cincinnati Milacron, and a host of smaller companies.
Gain sharing is not an individual, piecework system. It is a group incentive, pay-for-performance wage systema group bonus in which the entire factory workforce shares as a result of improving productivity above a certain level and decreasing rejects and rework
Example 18: At Whirlpool Corporation's Benton Harbor, Michigan plant, where metal rods are turned into parts for washers and dryers, productivity and quality improvement came as a result of a gain sharing program that reduced costs, bolstered profits, benefited customers, and raised blue-collar take-home pay by an average of about $3,000 a year. Since the onset of the gain sharing plan in 1988, the plant has shown productivity gains of about 19 percent annually, with each year building on the previous year. And quality? The number of parts rejected has sunk to 4 per million from 837 per million. Other firms that have learned how to successfully manage their gain sharing programs are Speed Queen, Merck & Co., Solar Turbines, Corning, Sony Electronics, Carrier, Dresser-Rand, Consolidated Diesel, Georgia-Pacific Paper, Federal Mogul, Colgate-Palmolive, Allstate, CIGNA Corp., Travelers Insurance, several financial institutions, and a number of other producers of durable and nondurable goods.
Example 16: In a study reported by Chicago Business in April 1994, 110 plant managers in Michigan, Ohio, Indiana, Illinois, Wisconsin, and Minnesota were questioned about their gain sharing programs. Forty managers reported productivity gains of 18-25 percent annually; 11 reported gains of less than ten percent; 17 reported poor results and discontinued the plan.
Example 17: The Super Sack Manufacturing Corporation in Fannin County, Texas, which has improved productivity by 88.5 percent over five years, according to manufacturing vice president David Kellenberger.
Example 18: General Tire's 1,950-employee plant in Mount Vernon, Illinois, where the plan has generated $30 million in savings over a five-year period$20 million of which was paid out to workers in the form of bonuses, while the company profited by $10 million, said Floyd Brookman, coordinator of the program.
Example 19: Timken's Faircrest Steel Plant, where gainsharing targeted plantwide improvements and replaced old incentive systems that paid only for individual piece-work operations, said Tim Chapin, senior human resources executive.
Another study done for the American Management Association found that companies with successful plans had ancillary benefits, as well. Besides improving productivity and quality, on-time deliveries rose to almost 100 percent. In addition, employee grievances dropped by 84 percent and absenteeism decreased by 61 percent.
Example 21: New Zealand Can Ltd. New Zealand Can Ltd was a part of the AMCOR group. This plant, in south Auckland, New Zealand, employed around 70 people, and made aluminum cans for drinks like coca-cola and beer. Gainsharing was introduced just before Christmas 1995, and on Christmas Eve, 1996, the plant made a record number of cans in a day. The gainsharing process produced considerable benefits in terms of employee concern for the success of the business and greater understanding of the priorities for achieving success. It also rewarded the company's employees fairly for their efforts.
Example 22: Chelsea Sugar Company Ltd. Gainsharing was introduced early in 1996 as part of a program of change which included introducing self-managed teams. An objective for Gainsharing was to support the restructuring and reward employees for their cooperation and commitment. The Chelsea Sugar Gainsharing System produced significant improvements in several key indicators for success
Bowey, Angela (n.d.) How Does Gainsharing Work? Retrieved April 11, 2004 from http://www.gainshare.co.nz/
Gainsharing Q&A. (n.d.) Retrieved April 11, 2004 from http://www.gainsharing.com
HR Guide to the Internet: Compensation: Incentive Plans: Gainsharing. (n.d.) Retrieved April 12, 2004 from http://www.hr-guide.com
Gainsharing. (Summer 1995) Retrieved April 12, 2004 from http://www.afscme.org/
Imberman, Woodruff. (1995) Improving Plant Performance Through Gainsharing [Electronic Version.] Journal of The Minerals, Metals & Materials Society 47 (7) (1995), p. 57
Example: Educational technology company Promethean celebrated its successful stockmarket flotation by handing most of its 870 employees a "golden thankyou". Recognising their contribution to the growth of the business, the interactive whiteboard maker gave staff with more than six months' service bonuses of up to £30,000 with an average payout of £3,500. Those who had worked for the company for more than 12 months were given an extra £1,000 for each year's services. More than 400 executive at Promethean's head office in Lancashire and around the world were given share options, handing around 15 percent of the company to its management.
How Promethean's payout package breaks down
800 staff received cash windfalls More than: 400 members of the worldwide management teams were given share options £3,500 the average payout £30,000 the largest bonus
City AM, 20 march 2010, Promethean rewards staff for floation
2. Disadvantages
Despite the success of gainsharing, some firms are still hesitant to adopt the program. One of the factors causing this is described by Peter Drucker in Managing for the Future. He says, "Inertia has undermined more companies than incompetence, poor executives, or failure to manage finances well."
Despite the voluminous and overwhelmingly positive literature on gainsharing, many of these programs have failed. But these failures are usually mentioned only in passing in the many publications on the subject. And no one seems really interested in ascertaining the extent or causes of unsuccessful gainsharing programs. Has gainsharing indeed often been a flop? If so, why?
No Garden of Eden
Example 23: A study done at the behest of the American Management Association and published in 1989 reported that gainsharing is not always a free ticket to an industrial Garden of Eden. Covering three years of experience with gainsharing in 83 companies, the AMA study reported that only one-third of the companies had success with gainsharing, boosting their productivity handsomely and radically reducing the cost of waste, spoilage, rejects, and rework. Two-thirds of the 83 company gainsharing plans were flops; they plateaued in a year or so, and were discontinued. Three major causes of these failures were found. The first was the faulty payout formula by which the gains were to be measured and bonuses paid. Reasonable care was not taken to define the short-term performance objectives to be measured, and to ascertain that they were relevant to the company's long-term goals. Decisions on gainsharing plan objectives cannot be made by an auditor or plant manager with a spare hour or two to do the calculations. When the payout formula devised by management was too "tight"--that is, no matter how hard the work force tried, the payout was minuscule--failure was a sure thing. When the formula was based on the expectation that the work force would achieve zero defects overnight, or that a 100 percent boost in productivity would instantly emerge in the first months of the plan, failure ensued. Guidance in formula determination is almost mandatory.
f. Merit plans
Merit pay is any salary increase that is awarded to employees based on their individual performance. It is different from a bonus in that represents a continuing increment, whereas the bonus represents a one-time payment. Although the term merit pay can apply to the incentive raises given to any employees-exempt or non - exempt, office or factory, management or non management. Traditional merit pay plans have two basic characteristic: merit increases are usually granted to employees at a designated time of the year in the form of a higher base salary; the merit raise is usually based exclusively on individual performance, although the overall level of company profits may affect the total sum available for merit raises. One awards merit raises in one lump sum once a year. The other ties award to both individual and organisational performance.
Merit Pay: An incentive plan implemented on an institutional wide basis to give all employees an equal opportunity for consideration, regardless of funding source. The merit increase program is implemented when funds are designated for that purpose by the institution's administration, dependent upon the availability of funds and other constraints. .
- Allows the employer to differentiate pay given to high performers.
- Allows a differentiation between individual and company performance.
- Allows the employer to satisfactorily reward an employee for accomplishing a task that might not be repeated (such as implementation of new systems).
- The pay is subjective.
- Do not encourage teamwork, reduce productivity of companies.
Example: The widespread use of merit pay plans by organizations is a continuing source of debate, with some arguing for and others against the effectiveness of merit pay plans. A survey of senior compensation professionals in 72 organizations was conducted to examine the effectiveness of merit pay in achieving organizational objectives. The results indicate that merit pay is seen as being "marginally successful" in influencing employee attitudes (e.g., pay satisfaction) and behaviors (e.g., performance) which represents a decrease in effectiveness compared to a survey conducted 10 years ago where merit pay was seen as "moderately successful." Merit pay practices shown to be related to improved merit pay plan effectiveness include clarifying the link between pay and performance for the employee by increasing the frequency of appraisals, establishing developmental action plans, and developing a formal merit pay policy with safeguards to ensure employee perceptions of fairness. It is concluded that unless improvements are made to existing merit pay plans they are likely to cease to exist due to a failure to add value to organizational effectiveness. It is recommended that merit pay play a more limited role in organizations and be used to support alternative reward strategies such as gainsharing, team-based pay, and profit sharing.
Human resource executives wrestle with the decision to continue to use merit pay plans or to abandon them. Surveys show that while the number of organizations that continue to use merit pay is declining, merit pay plans are still the most frequently used method of determining pay increases for exempt employees (Heneman, 1992). Merit pay plans continue to be controversial with some arguing for and others arguing against the effectiveness of merit pay plans in achieving organizational objectives. Unfortunately, there is not much research evidence to help human resource executives decide whether to use merit pay. The available evidence is case study in orientation and very organization specific. Unless one faces similar circumstances as those in a particular case, the data from the case are of limited value in making a strategic decision regarding the use of merit pay.
Extensive survey data that is more applicable to a wide range of organizations is available regarding forms of reward strategies other than merit pay (e.g., McAdams & Hawk, 1994). Only one such survey, however, is available regarding merit pay (Peck, 1984). The purpose of the present study was to generate additional data that may be useful to human resource decision makers in deciding whether merit pay adds enough value to the achievement of organizational objectives to be continued to be used and to identify practices that can be used to increase the effectiveness of merit pay plans.
The Peck (1984) survey found that across about 370 organizations in many different industries merit pay was on average judged to be "moderately successful." One objective of the present study was to update these data, as they are now about 10 years old, and see to what extent merit pay was continued to be seen by organizations as being "moderately successful." A second objective of the present study was to determine what criteria are used by organizations to define the "successfulness" of merit pay plans. Peck (1984) did not specify on what basis this determination was made. A third objective was to update current merit pay practices to provide some benchmark data for human resource executives to compare the merit pay plans in their organizations against. Rather than simply repeating the characteristics reviewed by Peck (1984), new practices were added based on new theoretical developments and practices in merit pay since 1984. The final
3. Should we use financial incentives? Cases studies, solution: combination of non financial motivation
After examining disadvantages and advantages of financial incentives such as ESOPs, Profit Sharing, Gain Sharing and Merit Plans we can see that using them or not is still open to debate. From the perception of a majority of managers, those methods are the best ways to motivate their employees and improve employee's performance which help to increase profit and productivity in the companies. Yet, from the perception of researcher they are not likely to be best way to motivate workers. Having said that pay is not a motivator because employers ought to provide adequate financial rewards and then build other, more effective motivators into jobs. More challenging jobs and employee regulations usually make more sense than do financial incentives plans. Moreover, rewards may have unintended results. With incentive plans, people tend to put their efforts where they think they are being measured. For example, in the case of gain sharing reward only productivity and you may end up with poor quality. On the other hand, financial rewards maybe undermine the feeling that the person is doing a good job voluntary and make them always expect for compensation, try to do their work to get financial incentives . This can be destroy the enthusiastic contribution from employees.
Whichever plan managers opts for their companies should have basic features such as: to attract right people for the right job at the right time, retain the best people by recognising and rewarding their contribution and to motivate employees to contribute to the best of their capability. So, management should consider many factors to reward employee effectively. Financial plans are always put on the top list of rewarding people, but sometime it is demotivation .
1. Cash bonus for work on a particular project - 90%
2. Gift cards - 89%
3. A couple of days of extra annual leave - 89%
4. Technology gift (e.g. iPod Nano, digital camera) - 80%
5. Lunch with family or friends paid for by employer - 68%
6. Being 'fast-tracked' for promotion - 67%
7. Lunch or drinks with colleagues paid for by employer - 62%
8. Access to internal training courses - 62%
9. Tickets to leisure or sporting activities for use with family/friends - 61%
10. Option to gain experience in a different department within the organization - 58%
11. Option to gain experience in a similar department in a different organization - 52%
12. A couple of extra days off to do charity/volunteer work - 49%
13. A promotion without pay rise - 37%
Source: PricewaterhouseCoopers poll of 950 British workers, 2010
"Managements have always looked at man as an animal to be manipulated with a carrot and stick. They found that when a man is lured/hurt, he will to get the prize/avoid the pain-and they say: 'We're motivating the employees. 'Hell you are not motivating them, you are moving them." - Frederick Herzberg, Professor Emeritus. Monetary incentives usually encourage compliance and achievement of difficult target instead of encouraging creativity, innovation and foresight which are more important in the long term. Thus employees are not able to express their true talent, and in the long run lose their creativity. Employers also may use monetary incentives as an extrinsic rather than an intrinsic motivator. In oher words, associates are driven to do thing just for the monetary reward versus doing something because the right thing to do. This can terminate good relationships between employees because they are transformed from co-workers to competitors, which can quickly disrupt the workplace environment. Another problem with monetary incentive is that it is given to circumevent a bigger problem for a short run. Sales employees are given bigger monetary incentives to compensate for poor management and poor products, employees are paid more for working in poor management. Monetary incentives can even drive the employees to falsely reporting their achievement. Huge monetary incentive given to the middle managers are seen as a hook to retain them which may make them work counterproductively. Due to all of the problems of financial incentives, management need to vary their reward system: non- financial incentive. Most of non- financial incentives are intrinsic in nature. Employees are working because they feel satisfied or fulfilled by the activity they undertake. Under these circumstance the management can be regarded as more of a support than control. So managers should concentrate more on non-monetary incentives after the minimum level of monetary benefits and properly structure them according to their employee's preference. Non-financial incentive includes flextime, feedback, professional development, work environment, attentive employers... Non-monetary brings memory value - the value of an honorary which is longer-lasting than cash since cash is spent and gone, trophy value: nonmonetary awards can often be shown to co -workers and friends as a trophy given in a appreciation of a good work, flexibility, with non-financial incentive, employers spend less money than cash awards. However, non-monetary incentives hold the same level of performance improvement. For example, Petroleum marketers have used informal rewards to recognize their employees's good work. Chevron (San Francisco, CA) Keeps a large box, secured with a padlock, filled with gifts. An employee being recognized on the spot for some accomplishment is brought to the "Treasure Chst" by his or her supervisor, who holds the key. The employees get to choose an item from the box,which could be anything from a gift certificate, to a coupon for lunch or dinner, to movie tickets. Microsoft maily uses the following three non-monetary rewards: recognition and praises, flexible workinh hours and occasional Friday afternoon offs.To strengthen the motivation of the staff, the majority of respondents suggest that a mix of fianancial incentives be most effectve.
However, when we look at many voluntary organizations such as Oxfam and Salvation Army relying upon thousands of hours of unpaid labour. These example indicated the importance of intrinsic rewards derived from the work. The volunteer receive intrinsic rewards derived from the significance attributed the work: they are not serving customers, they are feeding destitute. Similarly, high qualified professionals may choose to work for organization such as Medicins Sans Frontieres or Annesty International, at a much lower salary than they could earn in a private hospital or law practice, because of the meaning attached to work.
Some factors determine the managers' decision in rewarding their employees
Internal determinants
- Employer's Compensation Strategy
- Setting organization compensation policy to lead, lag, or match competitors' pay.
- Worth of a Job
- Establishing the internal wage relationship among jobs and skill levels.
- Employee's Relative Worth - Rewarding individual employee performance
- Employer's Ability-to-Pay - Having the resources and profits to pay employees.
External Determinants
- Cost of Living
- Local housing and environmental conditions can cause wide variations in the cost of living for employees.
- Inflation can require that compensation rates be adjusted upward periodically to help employees maintain their purchasing power.External Determinants
- Collective Bargaining
The term extends to all negotiations that take place between an employer, group of employers or one or more employers' organizations on the one hand, and one or more workers' organizations on the other to
(a)Determine the working conditions and terms of employment and / or
(b) Regulate relations between employer and employee/workers and / or
(c)regulate relations between employer organization or employee/workers organization
The best way to reward employee is combination between financial incentives and non - financial incentives because this combination benefits employees in both sides: monetary and morale. Such compensation create the best environment for employees, satisfies them, Consequently the employees contribute the their best to companies.


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