Harold Altmansberger, the former Compensation Manager at Corning sent me
this note with permission to post on the LO listserve:
"We eliminated performance ratings at Corning in 1988. Our logic was that
employees waited to hear their rating to find out how much increase they
were getting - instead of finding out how they could improve their
performance. Our solution was to have a mutually developed performance
summary paragraph by the employee and supervisor. This is an improvement
to helping employees focus on development instead of pay. We separated the
performance discussion from the salary increase. This was quite effective.
However, we did not solve all the problems with merit increases."
--Roxanne Abbas mailto:rabbas@comp-web.com http://www.comp-web.com
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>