Ashley Schenk
Liberty University
BUSI 642
3 June 2012

Case Study 3
Building Assets to Ensure That the Lowest-Level Employees Are Not Left Behind
According to the case study, managers are undoubtedly conscious of the convincing indication that authorizes that companies stand to increase when they distribute their profits with personnel. Furthermore, the article demonstrates how managers are mindful of the disagreement that to interest favorably experienced workers, companies must offer bonuses like higher salaries and stock options. This study detonates the misunderstanding that fiscal incentives function too inversely across the corporate scale to be exchangeable to low-level employees. Through widespread examination of asset building throughout all stages of the business, this study determines how one company decreased their turnover rates in half and reduced accident rates as well as training and recruitment expenses. There are several challenges of designing an asset-building program presented in this case study.
Managers have a responsibility to cultivate a work atmosphere where the employee meets the requirements of the organization, and the organization meets the necessities of the employee. How to choose the right incentives so the profit sharing plan will motivate the employees is a difficult decision for any organization. In this case study, profit at the bottom of the ladder, building assets, linking asset building programs to improved performance are thoroughly examined. The authors examined the matter in their current study of organizations in nine different countries and the magnitude to which asset building had an influence on performance was inspected, examined, and assessed from the viewpoints of both line workers and senior management.
While several companies have recognized asset-building advantages for their high-skilled and high income