Incentive plans are common in companies, but satisfaction with them is not. Surveys of human resource executives consistently show that incentive plans often do not live up to results.  It seems obvious enough. If employees have a stake in how well their company does, they will be more engaged and work more effectively, but there are endless articles and books about how to get your incentive plan to work well and thousands of consultants specializing in incentive plan design, often with their own unique plans. If getting the plan right were easy, there would be much less of a market for both the books and the consulting. Of course, it is not simple. Some researchers, in fact, have concluded that incentive plans do little incentivizing and may create more problems than they solve.  Still, too many companies report too much success with incentive compensation to just give up on the concept. In the decades of work the National Center for Employee Ownership (NCEO) has done on employee ownership plans, one of the most powerful incentive tools, we have also learned a great deal about non-employee ownership models that work consistently well. In this book, we have drawn that experience together. The first chapter offers an overview of why incentive plans do not always succeed. It is followed by chapters describing general principles in designing incentive plans and making them work; how to structure an effective profit sharing plan; how short-term incentives can work alongside longer-term employee ownership plans; how bonus plans and open-book management work in the Great Game of Business; and finally what the various equity incentive plans are, from ESOPs to stock options to phantom stock.

The Handbook of Incentive Compensation

Corey Rosen

Loren Rodgers

Rich Armstrong

Brad Hams

Cathy Ivancic

The National Center for Employee Ownership

Myths and misconceptions prevent many owners of closely held businesses from considering selling their companies through an employee stock ownership plan (ESOP). For many such owners, ESOPs have advantages in terms of tax, financial, and intangible issues that no other transaction method can offer. This book is designed to educate owners, managers, and advisors of closely held businesses on selling to an ESOP. It describes how ESOPs work and what the basic rules are; alternative sale strategies and how they compare to an ESOP sale; financing and feasibility; and the tax-deferred Section 1042 rollover, which has beneftted many selling owners over the years. Armed with this book, you will be able to make a more informed decision about selling to an ESOP.

Selling Your Business to an ESOP (9th Edition)

Michael Coffey

Keith Apton

Ronald Gilbert

Joseph Rafferty

Kenneth Serwinski

Brian Snarr

Business & Money

The National Center for Employee Ownership: NCEO

Myths and misconceptions prevent many owners of closely held businesses from considering selling their companies through an employee stock ownership plan (ESOP). For many such owners, ESOPs have advantages in terms of tax, financial, and intangible issues that no other transaction method can offer. This book is designed to educate owners, managers, and advisors of closely held businesses on selling to an ESOP. It describes how ESOPs work and what the basic rules are; alternative sale strategies and how they compare to an ESOP sale; financing and feasibility; and the tax-deferred Section 1042 rollover, which has benefited many selling owners over the years. Armed with this book, you will be able to make a more informed decision about selling to an ESOP. Aside from updates to existing chapters and new material on investing the proceeds of the sale, the 10th edition (2017) features an analysis of crucial data from the NCEO's pioneering survey on ESOP transactions.

Selling Your Business to an ESOP, 10th. ed.

Nathan Nicholson

Kenneth E. Serwinski

Ronald J. Gilbert

Christopher J. Clarkson

Stacie Jacobsen

Bill Brett

Brian B. Snarr

Paige A. Ryan

Executive compensation in employee stock ownership plan (ESOP) companies has become a much more complex issue in recent years. To begin with, S corporation anti-abuse rules, the standards established by Sarbanes-Oxley, and the Section 409A deferred compensation rules can pose problems. The good news is that those problems can be successfully avoided, as this book explains. But there is much more to executive compensation than complying with the rules or maximizing tax benefits. ESOP trustees and company boards must ensure that executive compensation is properly used. So in addition to exploring the rules for executive compensation, the chapters in this book help ESOP companies find the best strategies for executive compensation. 
 The fifth edition includes revisions and updates to every chapter, including the replacement of the old survey chapter with one on the NCEO's latest survey, conducted from October 2016 to January 2017.

Executive Compensation in ESOP Companies, 5th ed.

Neil M. Brozen

Brian Hector

Matt Keene

Alexander L. Mounts

Christopher Staloch

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Books by Loren Rodgers