This presentation provides a context for performance appraisals, ratings and reviews as very old ideas compared to organizational leadership pioneers and what's next. Performance management, defined in the 1970s, is rooted in scientific management. It is possible to acknowledge history, realize its impact on our business systems, and let go to embrace new strategies.
This presentation is additional context for my MISHRM 2013 presentation on "From Chaos to Creative: Performance Development in a VUCA World" in Grand Rapids, Michigan, October 8th, 2013 | 2:00 PM – 3:15 PM
Tweets: @RevelnConsults
The full context is in this article on the www.REVELN.com blog:
A History of Performance Appraisals: Letting Go to Power New Culture
* http://reveln.com/a-history-of-performance-appraisals-letting-go-to-power-new-culture/
As well as:
* Choices for High Performance Teams, Groups and Psuedo-Teams: Achievement Is How You Say It!
* 3 Success Factors for High Performance Teams, and What Gets In the Way
* Beyond Resilience: Givers, Takers, Matchers and Anti-Fragile Systems
http://reveln.com/blog/
2. “The Imperial Rater
of Nine Grade
seldom rates men
according to
their merits,
but always
according to his
likes and dislikes.
~ Chinese philosopher
Sin Yu, 3rd century”
3. “Of course quality is
important, but is it not
the quality of an
individual's originality
that is most
important?”
~ Robert Owen
1771-1858
Robert Owen from the Samuels Collection, Duke University
4. Perspective
Implemented a "silent monitor,"
a small cube of wood above each
work station used to grade each
day's behavior and effort
Seen as a manufacturing and
educational reformer, as well as a
labor movement leader
Influential in the modern
human relations school of
management and systems
thinking, as well as the
worldwide consumers’
cooperative movement
Counterpoint
Built as a solution to
contemporary evils, his
community in New
Lanark, Scotland, was
viewed by some as
masked capitalism with a
conscience
Through Americans
embraced him in spite of
his differing religious
views, ultimately his
New Harmony, Indiana
planned community did
not succeed
Deb Nystrom, REVELN.com
6. “Each employee should
receive every day clear-cut,
definite instructions
to just what he is to do
and how he is to do it,
and these instructions
should be exactly carried out,
whether they are
right or wrong.”
~ Frederick W. Taylor
1856 – 1915
7. Perspective
Credited for inventing the
management profession and
industrial efficiency
Searched for "one best way"
around poor methods rather
than worker problems
Spoke with passion about
labor-management
cooperation
Counterpoint
His command and control
methods (monitor and assess
for efficiency) continue to
influence mechanistic aspects
of performance management
today
Taylor’s concept of “thinkers”
and “doers” for the division of
work did not support the labor
and management
partnerships he favored,
creating battles over jobs that
continues today
Deb Nystrom, REVELN.com
9. “Unity, not uniformity,
must be our aim. We
attain unity only through
variety. Differences must
be integrated, not
annihilated, not
absorbed.”
~ Mary Parker Follett
1868-1933
10. Perspective
Admonished over-
managing employees,or
“bossism,” now known as
micromanaging
Pioneered the idea of the
"authority of expertise"
Offered insights into the
nature of leadership,
conflict and the spiritual
possibilities of corporate
life still relevant today
Succeeded as a
management consultant in
spite of great obstacles
Counterpoint
Has been seen as overly
optimistic about
overcoming the
limitations of
management power
Her human relations
contributions were
advanced, and greatly
limited by her gender
and time period
Deb Nystrom, REVELN.com
12. “94% of problems in
business are systems
driven and only 6%
are people driven.”
~ W. Edwards Deming
1900 – 1993
Deb Nystrom, REVELN.com
13. Perspective
Listed "evaluation of
performance, merit rating
and annual review" as one of
the“seven deadly diseases
affecting management”
Credited as major leader of
the quality movement
internationally
His teachings were primary
drivers of the 2000 book,
Abolishing Appraisals
advocating team and whole
system performance
approaches
Counterpoint
Had a utopian tendency
to deny conflict and the
role of management
power in developing
cooperative social
systems
Did not speak to worker
involvement existing
with Japan's rigid,
powerful management
hierarchy, similar to
Taylor's scientific
management
15. “I am arguing
against…confusing
compensation with
reward, the latter being
unnecessary and
counterproductive.”
~ Alfie Kohn,
Social scientist and author
of Punished by Rewards
15
Photo by 401(K), Flickr cc
16. “Most of what we call
management consists of
making it difficult for
people to get their work
done.”
~ Peter Drucker
1909 – 2005
17. Perspective
Exposed workplace human
relations artificiality and
paternalism, refocusing on "what
the job demands" through his
collaborative "Management by
Objectives" (MBOs) process.
Served as a reknown social critic
of corporations and a practical
teacher of management,
informed by his in-depth studies
at General Motors
Shared management teaching
for six decades including
concepts of empowerment and
the knowledge worker
Counterpoint
His long-running
performance tool, MBOs,
was widely adopted and
criticized
Became disillusioned with
the power & greed of the
management “caste” later in
life (his philanthropic
support of non-profits as
management pioneers was
toward a vision of morally
legitimate post-business
society)
19. “I predict that by the end
of this decade, the
performance appraisal
system as we know it will
no longer exist.
Beat the competition to
the punch. Change yours
now.”
~ Aubrey Daniels,
July 2013
Performance Management
& Behavior Specialist
19
20. “Some of us think holding on makes us strong; but
sometimes it is letting go.” ~ Hermann Hesse
Photo by Mr. T in DC , Flickr cc
21. End Individual
Performance Appraisal
If there is little benefit, and
it’s legally not required, why
continue?
Reinforcement, rewards,
behaviorism, doesn’t work, is
counterproductive
Most serious scholars have
rejected behaviorism
Use gain & profit sharing and
team / person-based
compensation approaches
Increase Focus on Teams
Provide easy access to data, team
results, at all levels, to inspire
Establish shared accountability to
managers AND to all team members
Encourage agility, creativity,
innovation, and adaptation to market
forces
Grow a giving - receiving, learning
culture
Share authority among team
members, with an achievement focus
Use positive peer pressure, rather than
individual, manager-led performance
appraisals
Increase fun, frequent, informal
communication at w ork
Ref: Beta Codex Performance Management, White Paper 10 Deb Nystrom, REVELN.com
22. “Whatever there be of
progress in life comes not
through adaptation but
through daring.”
~ Henry Miller
1891 – 1980
Photo by dirkjanranzijn, Flickr cc
23. History infographic clips by WorkSimple.com
http://getworksimple.com/blog/2011/11/04/the-history-of-
performance-reviews
Book references includeFalse Prophets: The Gurus Who Created
Modern Management And Why Their Ideas Are Bad For
Business Today, by James Hoopes (2003)
Slide 1 emperor photo by hslo, Flickr cc, other photos from
WikiCommons, Flickr Creative Commons, Duke University and
other public domain websites
Visit Deb at www.REVELN.com
Notas do Editor
Title Relief of a Tragedy MaskDate 1st century - 2nd century ADMedium sandstone (Montjuïc)Current location Archaeology Museum of Catalonia (Barcelona)Link back to Institution infobox templateAccession number 19020Notes From the Roman Walls
Robert Owen (1771-1858)New principles were also adopted by Robert Owen in raising the standard of goods produced. Above each machinist's workplace, a cube with different coloured faces was installed. Depending on the quality of the work and the amount produced, a different colour was used. The worker then had some indication to others of his work's quality. The employee had an interest in working to his best. Though not in itself a great incentive, the conditions at New Lanark for the workers and their families were idyllic for the time.New Lanark itself became a much frequented place of pilgrimage for social reformers, statesmen, and royal personages, including Nicholas, later emperor of Russia. According to the unanimous testimony of all who visited it, New Lanark appeared singularly good. The manners of the children, brought up under his system, were beautifully graceful, genial and unconstrained; health, plenty, and contentment prevailed; drunkenness was almost unknown; and illegitimacy was extremely rare. The relationship between Owen and his workers remained excellent, and all the operations of the mill proceeded with the utmost smoothness and regularity. The business was a great commercial success.Source: http://en.wikipedia.org/wiki/Robert_Owen Robert Owen's ideas stemmed from his ownership of a cotton mill in New Lanark, Scotland where he developed a strong interest in the welfare of the 400 to 500 child employees. Owen spearheaded a legislative movement to limit child employment to those over the age of ten while reducing the workday to 10 1/2 hours. In 1813 Owen published a pamphlet, A New View of Society, where he described his vision of society. He also became active in improving living conditions of employees through the implementation of improvements in housing, sanitation, public works and establishing schools for the children. Owen strongly believes that character is a product of circumstances and that environment and early education is critical in forming good character. While being extremely controversial during his lifetime, Owen is credited with being the forerunner of the modern human relations school of management.
ProsViewed as a strict but fair manager who used a "silent monitor," a small cube of wood above each work station used to grade each day's behavior and effortDescribed as a savvy businessman who led the cotton mills and the New Lanark, Scotland village in becoming model community, 1800-1825Credited with being a to manufacturing and educational reformer, and the forerunner of the modern human relations school of management and systems thinkingEnded the pauper apprentice system at New Lanark. All children under the age of 10 had to go to schoolConsViews of his community building on the New Lanark model as a solution to contemporary evils are seen by some as masked capitalism with a conscienceSome critiqued his style as interfering and autocraticDetractors vilified him for openly criticizing religion was a source of evil in society rather than improvement (later he supported Spiritualism)His radical beliefs, at the time, included a belief that fault was not in the individual, but from the system in which the individual was trained. ultimately Owen’s New Harmony, Indiana planning community did not succeedPros:Major leader in systemic innovation, and challenged (condemned) management by objective, incentive systems, merit rankings, appraisal and command-and-control.credited with being the forerunner of the modern human relations school of management. Cons: Did not acknowledge the impact of conflict, politics and power/status within his ideology.
The Japanese have a tradition of revering ideas and being able to translate them into dynamic practice. Early management thinkers, such as Frederick Taylor and Mary Parker Follett, were widely acknowledged in Japan while receiving only tepid reactions in their home country. In contrast, ideas in the West tend to be seen as distractions and are categorized as instant solutions or as simply impractical. There is often an unwillingness to try to understand or to try and make them work. The requirements of the moment take precedence in a world beset by ever-increasing demands on time, energy, and money.
Pros: Credited for inventing the management profession and industrial efficiency. He searched for "one best way" around poor method vs. worker problems and spoke with passion about labor-management cooperation.Cons: Also the anti-hero, his methods, copied by management and consultants to this day, do not support labor-management cooperation.
Deming, the Anti-Taylor
near Utopian faith in the possibility of cooperative social systems and bottom-up power that is still a vital and often unrealistic influence in American management.
Pay for performance is effective for employees in operational roles, such as a painter painting houses or a salesman hitting quotas. But when it comes to employees responsible for finding creative solutions to problems, the model is ineffective, said Gustavo Manso, co-author of a 2012 study published in the July issue of Management Science....a straight pay-for-performance model does not have a tolerance for early failure, a component essential to innovation, said Manso, an associate professor of finance at the University of California at Berkeley.Innovation is a “trial and error process,” Manso said. “You have to try things that you don’t know if they’re going to work.”Who will volunteer to do what to help with the 6 day sale? Group of about 10, mostly Jazzercise instructors, some class managers.~ Jazzercise storyPay each instructor for whoever signs up for a 6 mo. or 12 mo. Membership.However, “we’re a team, we work as a team” vs. the “conversion” reward – I’d like us to split the rewards.Discussion: Yes, sometimes I talk to the prospective new member, and they join in someone else’s class. Sometimes it’s simply convenience and timing which instructor’s class they decide to attend and join, after someone else already talked to them about joining.“I mentioned doing this presentation, and that individual rewards can sometimes be competitive and, like rankings, cause problems.”That is so true, said a new instructor that just joined the team. Where I’m from, the center owner decided to give the commission to the instructor who signed up the new member and it, “completed demoralized the team.”(July 2013)For doing the extra work, however, I’d like to have some kind of incentive. I’m putting the extra time in. Not everyone can do that.<Translated: I want to be compensated.> Not the incentive, rather the fair compensation for the time put in.
Glassdoor!!!Technology as an accelerator – Drowning in Data, thirsting for knowledge ~ Developments in I.T. and the impact on performance appraisalComputers have been playing an increasing role in PA for some time (Sulsky & Keown, 1998). There are two main aspects to this. The first is in relation to the electronic monitoring of performance, which affords the ability to record a huge amount of data on multiple dimensions of work performance (Stanton, 2000). Not only does it facilitate a more continuous and detailed collection of performance data in some jobs, e.g. call centres, but it has the capacity to do so in a non-obvious, covert manner. The second aspect is in mediating the feedback process, by recording and aggregating performance ratings and written observations and making the information available on-line; many software packages are available for this. The use of IT in these ways undoubtedly helps in making the appraisal process more manageable, especially where multiple rating sources are involved, but it also raises many questions about appraisees' reactions and possible effects on PA outcomes. Source: Fletcher, Clive. Performance appraisal and management: The developing research agenda. Journal of Occupational and Organizational Psychology 74 (Nov 2001): p.482