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5770). The gain sharing concept is comprehensive because it relies on a combination of (1) management development, (2) employee participation, and (3) shared rewards to improve productivity. Management provides the leadership and the organizational structure that fosters increased employee participation in the organization's efforts to attain its goals. To the extent that the joint efforts are successful (productivity improvements exceed an agreed upon base level), the benefits are shared between employees (both production employees and management) and owners.

The profit sharing concept may be employed in several ways. Probably the most common application found in the United States is similar to the arrangement found in the automobile industry. In the automobile industry, profit sharing agreements are written into collective bargaining contracts. Under arrangements such as the one found in the automobile industry, corporations share profits with their production employees at predetermined rates, once the minimum level of profits specified in the collective bargaining agreements have been attained. In such arrangements, the production employees share in the profits; however, they are not required to share in operational losses.

A second method of profit sharing for production employees involves employee stock ownership. While any production employee is always free to go into the market

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The selection of individuals within organizations for leadership positions and for other forms of organizational reward is accomplished by a variety of methods, most of which depend upon the composite results of several factorsrecommendations of organizational superiors, educational background, past performance, and so forth. One factor which is found in most selection procedures, however, is the performance evaluation or performance appraisal (Lombardo, 1985, pp. 18). Thus, it is apparent that effective performance evaluation is one of the critical factors contributing to a firm's ongoing success.

Angle, H. L., & Perry, J. L. (1981). An empirical assessment of organizational commitment and organizational effectiveness. Administrative Sciences Quarterly 26, 114.

Petry, P. (1984, 15 February). Games that teach you to manage. Fortune, 6568.

The selection of individuals within organizations for leadership training and development programs is accomplished by a variety of methods, most of which depend upon the composite results of several factorsrecommendations of organizational superiors, educational background, past performance, and so forth. There are many different types of management training and development programs. One of the most effective is the assessment center (Moses, 1993, pp. 139). The assessment center provides a means of both training individuals for managerial responsibilities, and for selecting those individuals within an organization who have the highest probabilities of attaining success in higher organizational positions (Petry, 1984, pp. 6568). Research has found that assessment centers are among the best predictors of future managerial success. Additionally, assessment centers have been found to be an outstanding technique for the development of individuals to assume managerial responsibilities.

Gortner (1992, p. 279) stated that an effective performance evaluation instrument or process must be objective, valid, and reli

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		Liverpool Wilson \| Angle Perry \| Anderson Fenton \| October Leaders \| February Games \| DEVELOPMENT ORGANIZATIONS \| Contemporary Business \| James Jr \| Sciences Quarterly \| performance evaluation \| instrument process \| training development \| performance appraisal \| Business Psychology \| evaluation instrument process \| evaluation instrument \| performance evaluation instrument \| profit sharing \| assessment centers \| organizational commitment \| production employees \| longenecker liverpool wilson \| liverpool wilson 1988 \| gain sharing \| personnel performance appraisal \|