Camp Dresser & McKee: Getting Incentives Right Case Solution
"If you attempt to use money to motivate behavior, you're in a strong and dangerous area, particularly with engineers and scientists," as stated byTom Furman, CEO of Camp Dresser & McKee, Inc. (CDM), a consulting environmental engineering company. Historically, CDM had followed an "egalitarian" direction bonus plan based on qualitative measures.As the increase of sector slowed down and rivalry intensified since 1991, the incentive strategy altered to tie it nearer to the accomplishment of company goals. This case describes the assessment procedure and incentive compensation system and the bonus. It finishes with Furman on the best way to interpret the CDM system to reward four CDM executives reflecting.
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
PUBLICATION DATE: November 08, 2001 PRODUCT #: 902122-PDF-ENG
Related Case Solutions & Analyses:
Community Health Workers in Zambia: Incentive Design and Management
Ivey Builds: The Second Act
Navistar: Managing Change
Portrait of a Leader: Sheryl Sandberg
The Thoughtful Leader: A Model of Integrative Leadership
When senior executives stop developing
Florián Coute: An EMBA at an Impasse (B)
ABENOMICS OF JAPAN: WHAT WAS IT? COULD THIS CONQUER JAPAN’S DECADE-LONG DEFLATION?
Whirlpool and the Built-in Appliance Industry in India
The basis of coaching: Reflections of a coach
