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ABHISHEK, AKASH, AMIT, BHUMIT, HARSHIT, NISHANT, 
SAHIL, TONMOY. 
Presents 
PERFORMANCE PAY CASE STUDY
Introduction 
• Auto Glass and Claims Management Company 
• 1993- largest nation wide auto glass company in US 
• Initially 250 stores were across the country 
• Then it was taken over by Forstmann Little and Company in 1987. 
• Till 1989 the company expanded their stores upto 550 
• 3000+ employees including 1000 installers 
• 12% market share as compared to Harmon glass and others 
competitors
Initial strategy: 
• Lower level managers 
given incentives 
• Introducucing mobile 
services,mobile trucks 
• Stores are not located 
at prime places 
• Demand decrease in 
store based service 
• Popularity of mobile 
service
From store to market 
• To group stores into market 
• Centralized the distribution 
• Separate warehouse, DCC,CTU and CSR 
• Unable to handle more customers
LOW PRODUCTIVITY 
• Average of 2.5 glass units a day (UAD) 
• Workers simply didn’t try hard. 
• Finding the correct location of Customer. 
• DCC Managers “didn’t hustle”. 
• No “Equitably” in assigning jobs.
Models of performance plan pay 
To create loyalty among its work force 
To strengthen industries traditional high turnover 
rates
Safelite Auto Glass Performance Pay Case A
Safelite Auto Glass Performance Pay Case A

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Safelite Auto Glass Performance Pay Case A

  • 1. ABHISHEK, AKASH, AMIT, BHUMIT, HARSHIT, NISHANT, SAHIL, TONMOY. Presents PERFORMANCE PAY CASE STUDY
  • 2. Introduction • Auto Glass and Claims Management Company • 1993- largest nation wide auto glass company in US • Initially 250 stores were across the country • Then it was taken over by Forstmann Little and Company in 1987. • Till 1989 the company expanded their stores upto 550 • 3000+ employees including 1000 installers • 12% market share as compared to Harmon glass and others competitors
  • 3. Initial strategy: • Lower level managers given incentives • Introducucing mobile services,mobile trucks • Stores are not located at prime places • Demand decrease in store based service • Popularity of mobile service
  • 4. From store to market • To group stores into market • Centralized the distribution • Separate warehouse, DCC,CTU and CSR • Unable to handle more customers
  • 5. LOW PRODUCTIVITY • Average of 2.5 glass units a day (UAD) • Workers simply didn’t try hard. • Finding the correct location of Customer. • DCC Managers “didn’t hustle”. • No “Equitably” in assigning jobs.
  • 6. Models of performance plan pay To create loyalty among its work force To strengthen industries traditional high turnover rates