Rlchard Pettlnger

Establishing the rules of the game

The rules were allowed to evolve. The company concentrated on establishing norms and standards rather than written policies and procedures. Some of this had to become more formalized subsequently as the company grew and structures became more complex and diverse. In particular, stress was caused by a perceived lack of fairness and consistency in the operation of human resource and labor relations practices in different divisions and areas.

Providing rewards

For most people, Nike was an exciting place to work, not only at the top but down through the ranks. The company in effect asked people to join a team. People were employed for their contribution, enthusiasm, capabilities, and qualities. Career paths within the company were ad hoc and informal. In return, the company took care of people with pay and opportunities for growth, responsibility, and enhanced contribution.

STRESS MANAGEMENT IN PRACTICE 75
Wages and salaries were considered roughly comparable to those of other employers in the locality; and opportunities similar to those of major competitors – Adidas, Reebok, and Puma. Each employee had their performance appraised once a year. This was directly tied into pay rises and opportunities for promotion and enhancement. There was no organized incentive or performance related pay program. There was accordingly some variation in how well the system worked, and in the equality and fairness with which enhancements were awarded.