Compensation At W. L. Gore

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W.L. Gore & Associates is a company well known for its GORE-TEX fabric for protective outerwear. The company was included on Fortune’s “100 Best Companies to Work For” list for 20 consecutive years. Gore has received numerous other recognitions as well, including being ranked number 15 on the 2017 World’s Best Multinational Workplaces list by the Great Place to Work Institute, was named a best workplace in France, Germany, Italy, Korea, Sweden, the United Kingdom, and China, and frequently has been used as an example of a company that is innovative. Rather than job titles, bosses, and organization charts, Gore uses a team approach, with leaders, sponsors, and team members.

The main objective of Gore’s compensation plan is to ensure that employees, referred to as associates, are paid for their contributions to the success of the company. Their compensation plan is focused on both internal fairness and external competitiveness. Gore uses two approaches to achieve these goals. The first is straightforward and typically used by companies: comparing pay at Gore with pay for comparable jobs at other companies. In other words, Gore does a lot of benchmarking to be sure their salaries are competitive with the relevant labor markets. That takes care of the external competitiveness part.

The internal competitiveness part is what is different at Gore. The process works like this: Associates on the same team rank each other based on contributions to the company for the year. Team members provide a numerical ranking and can provide comments to support their rankings and identify strengths or areas for improvement of the associates they rank. This information is then used for determining raises.

Answer the following questions:

What type of compensation approach is Gore using to be externally competitive?

What are the pluses and minuses of this approach?

Discuss the pros and cons of the internal competitiveness strategy at Gore.

Do you think that Gore can achieve its goals of internal fairness and external competitiveness with the two approaches used

Would you want to work for this company? Why or why not?

Sample Solution

Institute of Technology, looked into the portion of the brain that deals with regulating behavior and impulsivity from criminal offenders to understand whether there are predictive brain functioning that may or may not lead to reoffending (Aharoni et al.). This area of the brain is known as the anterior cingulate cortex (ACC).

The results of the study showed that criminals who reoffended were more likely to have lower activity seen in the anterior cingulate cortex of the brain (Aharoni et al.). The anterior cingulate cortex is associated with error processing, conflict monitoring, response selection, and avoidance learning. Seen on an MRI, the anterior cingulate cortex may give an explanation as to why that part of the brain may not be working correctly and gives a deeper understanding as to who is more likely to demonstrate impulsive behaviors that could lead to re-arrest (Aharoni et al.).

Another area of the brain that can predict criminal behavior is the amygdala. The amygdala is inside of the temporal lobe of the brain and functionally involves emotions particularly controlling fear, anger and pleasure. “The amygdala has received considerable attention, with numerous studies association psychopathy with abnormal size, shape, or activity of this subcortical structure that associates with structural and functional deficits” (Koenigs).

Even though neuroscience has developed immensely throughout the years, predicting criminal behavior through scans can produce a reverse-inference error. “The reverse-inference error is especially prevalent in the interpretation of brain activity in functional neuroimaging studies” (Choi). As pre

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