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Utilize the interest approach for workplace and operations... |
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General articles on leading the organization through the adoption of the interest approach
William M. DeMarco, THE EMERGING ROLES OF MANAGERIAL HIGH PERFORMANCE: AN ANALYSIS OF TRENDS FOR THE ‘90S, The Alexander Consulting Group Inc., 1992. Dr. DeMarco is a Leadership and Change Management consultant who specializes in linking organizational performance to overall strategic goals. This report focuses on the results of a study of 380 executives and managers and 575 employees in two Fortune 100 companies. Based on this research, Dr. DeMarco has defined five useful behaviors of successful managers in those companies. In "rolling out" the interest approach, an organization should ensure that the interest approach is made explicit - articulated, memorialized and dispersed - when practicing each of these and other organizational behaviors. Note Dr. DeMarco’s focus on dialogue and discussion, inclusiveness, and win-win situations in the workplace. Marian J. Thier, Using Principles of Leadership to Create Success Out of Chaos, Q&P (Sept. 1995) at 6. Explores through the exampleof horse training five principles of leadership that will assist any individual in communicating and enabling change - i.e., "rolling out" the interest approach - in an organization: mutally explore boundaries, make intentions explicit, create a safe environment, allow one change to take effect before attempting another, and have a demeanor that instills confidence. Susan Blouch and Janet Polach, Transforming the Executive, Q&P (Dec. 1995) at 48. Experience teaches these authors that employees will behave as their supervisors do; includes tips for executives on how to play an active role in the transformation process and how to change themselves as much as they expect their employees to change. ALSO, REENGINEERING MANAGEMENT Specific tools for implementing the interest approach . . .through win-win performance agreements Stephen R. Covey, Performance Agreements, EXECUTIVE EXCELLENCE (May 1995) at 3. Creating performance agreement that utilizes the power of win-win principles involves specificity regarding desired results, guidelines, identification of resources, accountability and knowledge of consequences. How to implement these and avoid common mistakes. . . . through a system of incentives and rewards: Edward Cohen-Rosenthal and Cynthia E. Burton, Mutual Gains: A Guide to Union-Management Cooperation (2d ed., revised), ILR Press (1993) at 251-315. Pros, cons, and real-life examples of alternative rewards systems, collective bargaining, profit sharing, pay for performance programs, gainsharing and employee ownership. Pay For Performance Kathryn M. Bartol and David C. Martin, When Politics Pays: Factors Influencing Managerial Compensation Decisions, PERSONNEL PSYCHOLOGY (1990) at 599. In this study, "[p]ay allocation decisions of 123 industial uniform industry managers were investigated. Results showed that the managers were awarded higher pay raises to a subordinate when they were dependent on the subordinate’s expertise. Political connections led to a higher raise for the subordinate only when the subordinate made a dependency threat." (quoted from abstract). Robert D. Behn, Measuring Performance Against The 80-30 Syndrome, GOVERNING (June 1993) at 70. The 80-30 syndrome - "Surveys consistently reveal...that 70 percent of us think we are in the top 25 percent as leaders." The author argues that traditional performance appraisals are wrongly structured because they "tell too many people they are losers," and that successful leaders will focus on creating winners by giving "everyone a chance to be a above average." Frank P. Cipolla, Performance Management: Where Are We Going?, THE BUREAUCRAT (Summer 1991) at 11. Author looks at the effects of the Civil Service Reform Act of 1978 on federal managers and employees and proposes a principled action agenda. COUNCIL ON EDUCATION IN MANAGEMENT, HOW TO DEVELOP SALARY AND INCENTIVE PROGRAMS THAT PAY FOR PERFORMANCE, prepared by Stephen G. Blackstone, Borgman Associates (1992). Consultant’s presentation to seminar is a detailed guide for implementing pay for performance, including sample questionnaires and performance reviews. COUNTY OF SAN DIEGO: EXECUTIVE MANAGEMENT COMPENSATION AND PERFORMANCE APPRAISAL SYSTEM, prepared by San Diego Department of Human Resources (March 1989). Example of a performance-based compensation system in the public sector. Raymond W. Cox, III, Getting Past the Hype: Issues in Starting a Public Sector TQM Program, PAQ (Spring 1995) at 89. Author discusses problems associated with rolling out TQM to the public sector in New Mexico. Robert L. Heneman, MAJOR PAY, Addison-Wesley Publishing Co. (1992). REVIEW? Donald E. Hoag and Robert J. Trudel, HOW TO PREPARE A SOUND PAY PLAN, International Personnel Management Association, Personnel Report No. 762 (2d ed., 1976). Detailed instruction on creating a pay scheme, including guidance on making basic policy decision, how pay schedules are structured, keeping schedules current, preparing an ungraded classification plan, and designing and conducting a pay survey. Edward E. Lawler, III, Allan M. Mohrman and Susan M. Resnick, PERFORMANCE APPRAISAL REVISITED, Center for Effective Organizations, Graduate School of Business Administration, University of Southern California (March 1983). A scholarly discussion of studies on the effectiveness of performance appraisal systems; identifies conditions associated with effective appraisals and the relationship between pay discussions and effective performance appraisals. (paraphrased from abstract). Edward E. Lawler, III, STRATEGIC PAY: ALIGNING ORGANIZATIONAL STRATEGIES AND PAY SYSTEMS, Jossey-Bass (1990). REVIEW? Luellen G. Lucid (Watson Wyatt Worldwide), CREATIVE COMPENSATION AND NEGOTIATION STRATEGIES, presented at CALPELRA (1995 Annual Conference). Presentors argue that the public sector is serving a changing world, a situation that demands new pay strategies and incentives. They explore the City of Hampton’s quest for organizational excellence through market-driven, team-based and citizen satisfaction pay programs. Gregory T. Meyer, LABOR COSTS: MANAGEMENT BUDGET INFORMATION AND SIMULATING TOTAL COMPENSATION, materials presented to Labor Relations Management Seminar/Workshop, University of Southern California, Davidson Conference Center (April 19-20, 1977). Guidance tool for gathering and analyzing data about your workforce in order to develop performance-based, incentive systems. Useful for anyone designing a system for collecting information as part of a decision-making process. Joseph Ohren and Laura Reese, Collective Bargaining and Merit Pay: A Case Study, PAQ (Summer 1990) at 230. Case study of a troubled pay for performance program - authors analyze which elements must be critically addressed in pay for performance efforts and emphasize that the decisions to adopt and implement these plans are not politically neutral. (copy this to artifacts page) PARTNERING FOR SUCCESS: THE AEROJET STORY, presented by Mike Cook and Bob DePhilippes, Gencorp/Aerojet (overheads, undated). Aerojet’s journey towards union/management partnership; example of artifacts to constituents, media. Roger J. Plachy and Sandra J. Plachy, Focus on Results, Not Behavior, PERSONNEL JOURNAL (March 1993) at 28. Authors translate psychology’s lessons about changing individual behaviors to the organizational level, and argue that performance management systems should avoid problematic issues of personality, personal behavior, behavioral criteria, competencies, traits or attitudes by focusing on the outcome of the work and not on behavior. Mel Powell, Establishing an Office of Management Improvement for Maximizing Local Government Performance and Cost Savings: Incentives Provided by the Report of the National Performance Review, THE WESTERN GOVERNMENT RESEARCHER (1991-93) at 174. Elaborates on Eight Point Management Improvement Strategy for local governments. Lena B. Prewitt, J. Donald Phillips and Khalad Yasin, Merit Pay in Academia: Perceptions From The School of Business, PUBLIC PERSONNEL MANAGEMENT (Winter 1991) at 409. "In a survey of 1000 professors in schools of business accredited by the American Assembly of Collegiate Schools of Business (AACB), this study examined the nature and functioning of merit pay plans and lthe level of satisfaction with and extent of participation in the design and implementation of these plans in the subject schools. The findings of this study suggest that while merit pay is a concern of professors in the AACB schools, the perceptions and criticisms of merit pay plans do not differ markedly from those reported in the relevant literature." (quoted from paper abstract). Howard H. Risher and Brigitte W. Schay, Grade Banding: The Model for Future Salary Programs?, PUBLIC PERSONNEL MANAGEMENT: SPECIAL SYMPOSIUM PART II--EMERGING ROLE OF THE HUMAN RESOURCE MANAGER (Summer 1994) at 187. Author analyzes experience with and prospects for grade banding, an alternative salary management technique used in both the public and private sector. Gary E. Roberts, Municipal Government Performance Appraisal System Practices: Is the Whole Less Than the Sum of its Parts?, PUBLIC PERSONNEL MANAGEMENT (Summer 1995) at 197. "This article presents the results of a national survey of municipal government performance appraisal system practices based upon the responses of 240 personnel professionals. The survey focuses on appraisal system structure, the link between performance and personnel decision making, perceived user acceptance, and observations on the effectiveness of the appraisal system. The results indicate that most performance appraisal systems are designed in accordance with the literature. However, the administration of these systems is more problematic. Most systems are perceived to be somewhat effective in terms of the process of appraisal and the affects [sic] on motivation and productivity." (quoted from paper abstract). Carol Sanford, Leadership of Motivation: The Ethics and Practicality of Incentives, LEADERSHIP IN A NEW ERA. MANAGEMENT: SPECIAL SYMPOSIUM PART I--EMERGING ROLE OF THE HUMAN RESOURCE MANAGER (Winter 1993) at 649. Author criticizes incentive cultures for creating dependency on external influences, repetition, and emulation instead of creative, forward thinking. Business leaders should design systems that develop the workforce’s critical thinking skills that enable higher values such as uniqueness and contribution. Brigitte W. Schay, In Search of the Holy Grail: Lessons in Performance Management, Public Personnel Management (Winter 1993) at 649. "This article discusses the federal government’s search for the perfect performance management system and recommends flexible approaches that focus more on feedback than evaluation. Results are presented from three alternative performance management systems tested in governmentwide demonstration projects (China Lake, NIST, and Pacer Share), authorized by the U.S. Office of Personnel Management. Two different pay-for- performance systems were found to be effective, while the third system tested under Pacer Share, which eliminated performance appraisal consistent with Deming’s TQM philosophy, produced some undesirable results." (quoted from paper abstract). Steven P. Seltz and Robert L. Heneman, LINKING PAY TO PERFORMANCE: AN APPROACH TO DESIGNING A MERIT PAY PLAN, Building Blocks Booklet #12, ACA (1993). REVIEW? Ruth Lesher Taylor, Garland G. Hunnicutt and Michael J. Keeffe, Merit Pay in Academia: Historical Perspectives and Contemporary Perceptions, REVIEW OF PUBLIC PERSONNEL ADMINISTRATION (Summer 1991) at 51. Authors "...review the historical perspectives and contemporary perceptions of merit plans as tools to promote excellence and productivity. A review of literature involving merit plans, their success, and conditions linked with successful and unsuccessful plans is combined with a survey of deans of public and private business schools to determine perceived residual benefits of merit pay plans. Implementation problems are also addressed." (quoted from paper abstract). Internet References Hint: Sources on-line are frequently updated, added or removed. The best techniques for finding documents on-line is to perform a keyword search on "pay for performance" on each of the search engines, i.e., excite!, magellan, lycos, infoseek and yahoo. Some searches will result in zero "hits", but be sure to try each available program because they do turn up different results. As of August, 1996, the search engine yielding the best results was excite!. Manfred Davidmann, WORK AND PAY, INCOME AND DIFFERENTIALS: EMPLOYER, EMPLOYEE AND COMMUNITY (1995). Contact manfred@solbaram.demon.co.uk. E-mail correspondence, from Group List Sample URL: http://world.std.com./~lo/95.10/0127.html (LO = Learning Organization, numbers in string may indicate date) Performance Pay-An Evolving System at Spectrum Center, reprint from PERFORMANCE MANAGEMENT MAGAZINE (Winter-Spring 1990). Published online by Spectrum Center, 2855 Telegraph Ave. #312, Berkeley, CA, 94705, (510) 845-1322 (1996). PAY-FOR-PERFORMANCE: AS GOOD AS YOU MAKE IT, published by Eidos: a division of Axiom Management Consulting, Inc. (1995). URL = http://www.axiom.com/scav/mspfp.htm. PAY FOR PERFORMANCE REPORT (Ann Podolske, ed.) (undated). URL = http://www.ioma.com/ioma/pfp/index.html. R.B. Wells, AN IDEA WHOSE TIME HAS GONE: PERFORMANCE RELATED PAY IN THE POLICE SERVICE, (undated). |