Managerial Compensation in Midwestern Cooperatives: Results from a Follow-up Study

Results are presented from a follow-up survey of managerial compensation practices in local farm supply and marketing cooperatives in Minnesota, North Dakota, and Wisconsin. In contrast to findings from the original survey, total compensation levels, bonuses, and changes in compensation are all found to be positively and significantly associated with local net margin and not closely related to sales and sales growth.Agribusiness,

A Neo-Institutional Assessment of Cooperative Evolution: Comparing the Australian Wheat Board and the Fonterra Dairy Group

Agribusiness,

Executive Compensation Patterns and Practices in Minnesota and Wisconsin Cooperatives

Cooperatives face unique challenges in compensating managers because it is more difficult to link the financial interests of the manager to those of the cooperative. One way to overcome this challenge is to use performance-based bonuses. This study of cooperatives in Minnesota and Wisconsin found that such bonuses are infrequently used. Further. evidence indicates that existing bonuses tend to be linked more to the size of the cooperative (sales. assets) than to profitability. These results suggest that more attention to this critical area is warranted

Strategies for coping with food consumption shortage in the Mandara Mountains region of North Cameroon

Two major approaches to the question of food shortage in Africa have emerged. One discusses the food deficits of different communities and the other has focused upon the provision of food relief from external sources. The success of those concerned with external relief has been constrained by the relative insensitivity of their warning systems to local food supply conditions. This paper draws upon research in the Mandara Mountains region of Cameroon to argue that monitoring of community-level responses to food shortage can provide an early warning of impending severe food deficits which may enable more rapid provision of external assistance.

Managerial Compensation in Midwestern Cooperatives: Results from a Follow-up Study

Results are presented from a follow-up survey of managerial compensation practices in local farm supply and marketing cooperatives in Minnesota, North Dakota, and Wisconsin. In contrast to findings from the original survey, total compensation levels, bonuses, and changes in compensation are all found to be positively and significantly associated with local net margin and not closely related to sales and sales growth

MANAGERIAL COMPENSATION IN MIDWESTERN COOPERATIVES: RESULTS FROM A FOLLOW-UP STUDY

In the 1995 issue of the Journal of Cooperatives, Trechter and King reported findings from a survey of managerial compensation practices in Minnesota and Wisconsin cooperatives that was conducted in 1993. The results from that study indicated that overall compensation and bonuses received by general managers of local cooperatives were more closely associated with cooperative size measures than with levels of profitability. The results also suggested that there was not a strong relationship between compensation practices and cooperative performance, measured by return on assets. A follow-up compensation survey was conducted in 1994. The study population was expanded to include local cooperatives in North Dakota, along with the Minnesota and Wisconsin cooperatives that responded to the first survey questionnaire. In addition, new questions were added to the survey to elicit information on the use of specific cooperative performance targets in settings where there were no explicit incentive clauses in the manager's contract. Finally, collecting compensation data for a second consecutive year made it possible to analyze factors associated with changes in compensation levels. Results from this follow-up survey are reported here. In the sections that follow, data collection procedures are first briefly summarized. Then findings regarding compensation levels and changes in compensation performance are presented

Using Communications to Influence Member Commitment in Cooperatives

In the popular press and in cooperative boardrooms there are discussions about member commitment. Since they are formed to enhance members’ well being, member commitment is an important issue for cooperatives. Cooperative communication strategies may influence member commitment, and these strategies are under the direct control of cooperatives. This study of Minnesota and Wisconsin cooperatives focuses on two questions: (1) do communications influence a member’s commitment to their cooperative, and (2) do different segments of the cooperative community respond differently to different communication approaches. Our results suggest that the answer to both questions is yes

Using Communications to Influence Member Commitment in Cooperatives

In the popular press and in cooperative boardrooms there are discussions about member commitment. Since they are formed to enhance members’ well being, member commitment is an important issue for cooperatives. Cooperative communication strategies may influence member commitment, and these strategies are under the direct control of cooperatives. This study of Minnesota and Wisconsin cooperatives focuses on two questions: (1) do communications influence a member’s commitment to their cooperative, and (2) do different segments of the cooperative community respond differently to different communication approaches. Our results suggest that the answer to both questions is yes.Agribusiness,