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The document discusses the link between performance management and contingent pay (CP) plans. It outlines reasons for introducing CP, including that it makes performance management more effective when rewards are tied to results. It also notes potential problems with CP, such as poor performance management systems or rewarding counterproductive behavior. Finally, it discusses different approaches to CP, such as using different plans for traditional vs involvement organizations, or to enhance strategic directions like employee development, customer service, and productivity.
The document discusses the link between performance management and contingent pay (CP) plans. It outlines reasons for introducing CP, including that it makes performance management more effective when rewards are tied to results. It also notes potential problems with CP, such as poor performance management systems or rewarding counterproductive behavior. Finally, it discusses different approaches to CP, such as using different plans for traditional vs involvement organizations, or to enhance strategic directions like employee development, customer service, and productivity.
The document discusses the link between performance management and contingent pay (CP) plans. It outlines reasons for introducing CP, including that it makes performance management more effective when rewards are tied to results. It also notes potential problems with CP, such as poor performance management systems or rewarding counterproductive behavior. Finally, it discusses different approaches to CP, such as using different plans for traditional vs involvement organizations, or to enhance strategic directions like employee development, customer service, and productivity.
Performance management is more effective when rewards are tied to results CP Plans force organizations to: Clearly define effective performance Determine what factors are necessary Supervisors and employees are better able to understand what really matters CP plans enhance employee motivation to accomplish goals that match organizational needs CP plans help to recruit and retain top performers CP plans project good corporate image
CP plans help improve motivation when:
Employees see clear link between their efforts and resulting performance (Expectancy) Instrumentality) Employees value the rewards available (Valence) motivation = expectancy x instrumentality x valence Employees see clear link between their performance level and rewards received (Possible
Problems Associated with CP
Poor performance management system Rewarding counterproductive behavior (Rewarding A while hoping for B) Rewards are not considered significant Managers are not accountable (The reward becomes the driver) Extrinsic vs. intrinsic motivation Disproportionately large rewards for executives
APPROACHES TO CONTINGENCY PAY
A. CP systems for different organizational cultures: Traditional organizations Piece Rate Sales commissions Group incentives Involvement organizations Profit sharing Skill-based pay B. CP Plans to enhance Strategic Directions Employee development Skill-based pay Customer service Competency-based pay Gainsharing Overall profit Executive pay Profit or stock sharing Productivity Individual Piece rate Sales commissions Group Gainsharing Group incentives Teamwork Team sales commissions Gainsharing Competency based pay
RECONCILING PM AND PAY: PERFORMANCE RELATED PAY, COMPETENCE BASED PAY,
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