Aimed to evolve a new "evaluation model for relative people positioning" in an organization, which can be easily acceptable by many
End of a financial year, every employee expects a reward for the work done and a rise in the status with in the organization. Though evaluation of performances is done to a great extent objectively, the analysis follows a scale customized favourably to the organization. The famous bell curve of Jack Welch, which drove GE as a performing organization, is no longer preferred as it stresses and creates more negativity to people, people relationships and to overall qualitative output. Recently renowned organization's such as Microsoft, Cisco etc., had the initial reaction was "thank god!" but that was followed by uncertainty, as people started wondering how they would now be measured, what worked in the past won't necessarily work in the future.
As researchers, solicit your views, innovative suggestions, approaches elsewhere and researches, for evolving an "evaluation model for relative people positioning" in an organization, with an eye on happy people acceptance.
http://economictimes.indiatimes.com/magazines/corporate-dossier/axing-the-bell-curve-why-microsoft-cisco-did-ctrlaltdel-to-this-appraisal-tool/articleshow/47456433.cms
---Ten Biggest Mistakes Bosses Make In Performance Reviews ---
Bosses must rectify some mistakes they usually committed to evaluate the employees and rank/position them relatively. These mistakes are listed as under:
1. Too vague
2. Everything’s perfect – until it’s not and you’re fired
3. Recency effect
4. No preparation
5. They never happen at all or “My people know my door is always open.”
6. No pats on the back
7. No recognition for doing the work of 3 people
8. Not being truthful with employees about their performance
9. No follow-up
10.No discussion around the report’s career ambitions
Performance reviews might not ever be fun, but they can be practical, effective and powerful ways of creating more loyalty among team members when they’re done right ---- .
http://www.forbes.com/sites/ericjackson/2012/01/09/ten-reasons-performance-reviews-are-done-terribly/2/
The bell curve model was a punitive approach, rather than a positive drive to perform. It clearly reflected the 'carrot & stick' school of thought.
http://www.dplabucy.com/uploads/2/5/9/0/25908118/georgiou_fanti_2010.pdf
Incentives are often necessary to change behavior.They must be large enough to make employees want to do something they would not otherwise do. Some organisations purport to achieve excellent ROI results with no incentive, but their per employee-per-month costs are higher because in lieu of an incentive the HR representative on site, who daily or weekly is contacting, coaching, cajoling and encouraging employees in their wellness efforts
http://healthyamericans.org/health-issues/wp-content/uploads/2012/04/Employers-Guide-to-Wellness-Programs.pdf
Valid point @ Barbara for Spot assessment.
Firms often fail to recognize the importance of this critical management function.
http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.487.1621&rep=rep1&type=pdf
@ Subhash, well said, it is pertinent that Bosses must rectify some mistakes they usually committed to evaluate the employees and rank/position them relatively.
Courage was one of the factors cited in the promotion of Mark Fields to COO: he was simply the first executive to admit to a problem in his division to the firm’s new CEO at the time. Taking this risk earmarked him as someone willing to stand up to a challenge.
“This is what I tell our high potential employees: be willing to stretch yourself. Take on some of the biggest challenges you can find, because you’ll grow as a person, and you’ll grow as a leader,” points out Walter Lynch, President and COO of Regulated Operations of American Water
http://www.ey.com/Publication/vwLUAssets/Aiming_for_the_top/$FILE/EY-Aiming-for-the-top.pdf
Agree on, "What You Say and How You Say on performance from" @ Eraldo are the key to open people to perform.
16 groups of competencies were seen as associated with organizational effectiveness. These included character (displaying integrity and honesty), technical and professional expertise, problem-solving and analytical ability, innovation, self-development, a focus on results, setting “stretch” goals, taking personal responsibility for outcomes, effective communication, inspiring and motivating others, trust and interpersonal effectiveness, concern for others’ development, collaboration and organizational change skills, ability to champion change, and ability to relate well to outside stakeholders.
Pp 147, Thomas Packard, Leadership and Performance in Human Services Organizations, Managing for Performance, Sage Publications
"Evaluation model for relative people positioning" -easily acceptable by many-
complicated?.
It raises following two questions in my mind. (i) is it (Evaluation) really desired as an unavoidable imperative? and is evaluation easily accepted?
(ii) if yes, then, can relative people positioning help reduce the harmful impact of evaluation.
(iii) if no, then, how will relative people positioning facilitate orchestration of work systems to excellence?
In realities of organization, the cake has to be shared. we are attempting to evolve a model (fore-thinking but not frozen) which is not based on Bell Curve but facilitated with customized Policy deployment Matrix - Team based. Therefore the answer to your question is Yes and No on a convenient basis of organization at the same time facilitated for change.
Hallo, question is thought provoking. The world of work runs on realities not fiction. A system can’t please everyone. In practical work life, if majority gets satisfaction and system is able to reduce uncertainty to larger extent, it can win people praise. You are in quest of a dynamic model that could be customized with reference to needs and organizational needs. The following link can give you some food for thought: if I could share something more, I will.
http://www.emeraldinsight.com/doi/abs/10.1108/IJPPM-01-2013-0013
I suggest to read the Social Doctrine of the Church, it gives great acceptable ideas and inspirations.
Please read: Five Stupid Rules That Drive Great Employees Away.
http://www.forbes.com/sites/lizryan/2015/07/22/five-stupid-rules-that-drive-great-employees-away/
Performance management is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities. Performance management is a whole work system that begins when a job is defined as needed and it ends when an employee leaves your organization.
http://feaa.ucv.ro/AUCSSE/0036v3-012.pdf
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