Regarding incentives and performance appraisals, it is truly sad that
there are still attempts to inflict subjective notions such as monetary
"incentives" and the continuing abuse of performance appraisals on an
organization's workforce.
Among other things, it merely introduces added variation in an otherwise
unstable system. Since each person is a unique human being, that person
cannot be "individualized" as performing or not performing by a subjective
supervisor, and attempts to assemble "performance-related data" so as to
justify the appraisal are statistically indefensible.
The cost in stress to the individuals involved, as well as to the system
in terms of millions of dollars for a large corporation largely goes
unnoticed as new attempts are made each organizational season.
My recommendation? Save the company millions, and cease and desist in the
counterproductive efforts which merely perpeptuate which should have been
eliminated years ago. One trains animals to jump with incentives ...is
that what a company wants out of its workforce?
Is the organization desirous of maintaining a reward/punishment mode when
it has been shown to be counterproductive? This perpetuates fear in the
organization, guarantees more, not fewer, problems, and contributes to
competition when there should instead be cooperation. Which does one
prefer? A fear-based system? No thank you.
I really believe there are preferable alternatives.
"drs G. Houtzagers" wrote:
> Hi Judy, > > In my former job as a director Human Resources I have
defined an incentive > program fro the workforce.it was integrated in a
broadband pay structure > in order toachieve the possibility for rewarding
with salary and with > incentives.I think you should first define your
rules for rewarding with > pay and than linkyour rewarding with incentives
with these pay rules.
-- Sincerely, John Constantine, Managing Partner Rainbird Management Consulting Santa Fe, NM rainbird@trail.com http://www.trail.com/~rainbird
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