Business/Restaurant posts


company server central location for all information needed by employers/ees. employees can access schedule info, pay info, etc. on internet accessible site and put in schedule requests. database holds schedule and payroll info.

Benefit Training

No direct benefits are given. Instead, training is given to employees to train them to effectively use their money to cover the the necessary benefits themselves.

Training to invest money for best return/risk ratio to cover retirement, etc.
Training for health and nutrition. Things such as gym time would be provided to ensure healthiness. Nutrition analysis and training would be provided to ensure healthy diets.

The costs of the training programs should be significantly lower than costs of the regular benefits.

Very Variable Pay

Employees are paid only minimum wage at the base level. Performance based incentives pay for the rest of their wages/salary. Numerous different performance measures are used for each employee.
Profit is shared. This gives employees a sense of ownership and incentive to examine the whole business instead of just themselves. They will be more likely to pressure others in the organization to do a good job.
Group performance levels. Employees can be seperated into groups of multiple kinds: AM and PM; servers, cooks, bussers, etc.; groups containing a certain number of people from each department that will work together. These groups can be paid based upon performance standards such as control of each positions costs, sales and customer ratings at different times of day, and observed contributions of each individual to the organization (team will then be given incentive to pressure other group members to perform better).
Individual performance levels.
Performance rewards will vary depending on employee performance compared to specified levels for achieving specific goals. Higher performance yields higher rewards.

Employees Lives as Expenses

Employees of a company are treated as assets of that company whose lives are expenses to the company, as would be maintanence of any asset. Instead of giving employees salaries, employees are given what they need to live. Food, shelter, car or bus pass, and other essentials would be covered as a bare minimum. Other extra benefits are given to produce more incentive, as would higher salaries or bonuses.
Employers would be given the power to manage the living expenses of employees. Lower “wage” occupations would be watched and managed very carefully to keep costs as low as possible, while higher ‘wage’ earners would enjoy a much more relaxed and free management of their expenses, allowing them to choose as they’d like.
Managers of more tightly managed occupations would choose food based on nutritional content, giving employees meal plans where each food contributes to getting RDAs of nutrients and the diets are designed to ensure all RDA’s are met without giving too much excess of a given nutrient. Meal plans would be managed per individual, giving people with more active lifestyles greater energy intakes and people who are ill more vitamins and minerals that are linked to helping that illness.
Housing would be a bare minimum sized apartment for low wage earners. Higher earners would be allowed more space and privacy.
Spending cash would be given to all but the lowest income jobs, allowing employees to make day to day purchases of small items they may want. The amount would increase with ‘wage’. The money would be given through a card similar to a debit card through a credit card service, allowing employees to use the card where credit cards are excepted and also withdraw cash from ATM’s for places where they aren’t. The cash would be inserted into an account for each employee that would, with higher wage earners at least, have the possibility of accrueing interest on the balance.
For lower ‘income’ people, things such as computers, sporting equipment, and musical instruments would be provided in a group ownership form, such as access to a computer lab, a gym, and a lobby located piano. Higher ‘income’ folk would be given the opportunity for more personal versions, such as a personal computer, their own tennis racket, or a keyboard.
This system would provide the most incentive to employees to do a good job if the better rewards are achievable through better performance. Perhaps an employee who does really well in sales one year will be given a bonus of a personal computer, which they may use in place of the employee computer lab. The rewards would have to be tailored to the desires of the individual: someone who doesn’t like computers shouldn’t be given one, someone who doesn’t like cars shouldn’t be given one. Management must attempt to ensure that all employees receive what would be considered equal value for equal performance. If an employee doesn’t want to drive a car to work but would rather walk or take the bus should be given something else if the other employees have cars. It must be something they want though, and maybe something that seems more of a necessity comparable to a car so that other employees then don’t feel jealous when the guy gets say $20000 (value of the cars the co buys normally) of whatever he or she wants.

Interactive Scheduling

scheduling done interactively with employees. make forecasts for need, employees fill in shifts needed. as given day of work approaches, forecast may change. a few employees choose shift slots that may be dropped if needed. A few other employees, not scheduled to work for that day, choose to be in shift slot that may be used if necessary. management ensures that all employees are getting fair share of shifts. some may be given priority if need be. scheduling sign-up done on inter/intranet accessible database that allows employees to schedule from home and view the schedules from home, set up alerts in case of changes in their schedule. also allows for switching of shifts, and viewing of schedule at any time.