Lincoln Electric Company was founded in the year 1895 by founder James F. Lincoln. John Lincoln was an inventor at heart but little did he know 120 years later that he would have been the man to start one of the world’s largest best managed welding manufacturing companies in the world. Although, he did not do it on his own but with his family’s core values and vision he had the leaders in place to create an organization culture that was a success for Lincoln Electric, the employees and most of all the end user the customer. Headquarters based out of East Cleveland ever since 1906 when John constructed a band new facility for his young and small company. In 1907 family and brother James F. Lincoln join the organization to help in force order
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All these benefits are from the leadership of James; however, this wasn’t to mislead anyone that Lincoln Electric Company buys their employees’. “In the prologue to James F. Lincoln 's last book, Charles G. Herbruck writes regarding the foregoing personnel innovations: They were not to buy good behavior. They were not efforts to increase profits. They were not antidotes to labor difficulties. They did not constitute a "do gooder" program. They were expres-sions of mutual respect for each person 's importance to the job to be done. All of them reflect the leadership of James Lincoln, under whom they were nurtured and propagated (Lincoln, 1961, p. 11).” According to (Sharplin, 1989) What is also really unique about Lincoln’s respect for its employees’ is that even with all these programs, and benefits in place, it didn’t stop them from paying a worker a fair wage. According to, (Sharplin, 1989) “The typical Lincoln employee earns about twice as much as other factory workers in the Cleveland area”. There is a good reason why Lincoln’s employee turnover rate was very low, and that’s because there was a mutual respect between the employee and the employer. In fact, “there has been no layoffs since 1949, and every employee has received at least 30 hours of work each week” (Sharplin,
All these benefits are from the leadership of James; however, this wasn’t to mislead anyone that Lincoln Electric Company buys their employees’. “In the prologue to James F. Lincoln 's last book, Charles G. Herbruck writes regarding the foregoing personnel innovations: They were not to buy good behavior. They were not efforts to increase profits. They were not antidotes to labor difficulties. They did not constitute a "do gooder" program. They were expres-sions of mutual respect for each person 's importance to the job to be done. All of them reflect the leadership of James Lincoln, under whom they were nurtured and propagated (Lincoln, 1961, p. 11).” According to (Sharplin, 1989) What is also really unique about Lincoln’s respect for its employees’ is that even with all these programs, and benefits in place, it didn’t stop them from paying a worker a fair wage. According to, (Sharplin, 1989) “The typical Lincoln employee earns about twice as much as other factory workers in the Cleveland area”. There is a good reason why Lincoln’s employee turnover rate was very low, and that’s because there was a mutual respect between the employee and the employer. In fact, “there has been no layoffs since 1949, and every employee has received at least 30 hours of work each week” (Sharplin,