| On the shop floor we have found some years ago | | | | organizations would be grateful for the establishment |
| that piecework incentive schemes don't work. In spite | | | | of a scientific basis for delivering better customer |
| of trying very hard over a number of years, they have | | | | service. There isn't one. So they try and invent one |
| failed and have, quite rightly, been abolished. This is a | | | | with systems, procedures, measures, rules and |
| good example of history showing us that we don't | | | | regulations that comply with all the rational thinking for |
| learn from history. It is totally and utterly irrational to | | | | the last 2000 plus years. This is done in denial of all the |
| attempt to apply the same performance incentive | | | | evidence that scientific management alone will have |
| criteria for office workers and professionals. Think | | | | little or no impact on customer service and business |
| about it. If you can't accurately measure the output of | | | | success. |
| a factory worker, how on earth can you measure that | | | | Systems are tools that have to be used effectively. A |
| of an insurance claims clerk, a secretary, a receptionist, | | | | system, like a tool won't work by itself. It is necessary |
| an HR specialist, an accountant or any other office | | | | to apply a high degree of skill to a tool to make it |
| based employee? | | | | effective. A system is no different. This applies to all |
| Even so, performance appraisal and performance | | | | tools and all systems. Performance management |
| related pay systems are based on the false premise | | | | systems are no different. |
| that the performance of professional and | | | | Yet we persist, with checkbox and rating systems to |
| administrative people can be measured objectively. | | | | measure performance even though they are limiting |
| This is a good example of this so-called "scientific | | | | and extremely misleading. It has been suggested that |
| approach" to improving performance that actually | | | | the best way to measure performance of an office |
| doesn't work and may contribute to reduced | | | | worker or a professional is to observe and make |
| performance. There is sufficient evidence around the | | | | notes. This is not very fashionable but it's certainly not |
| world to show that performance appraisals don't | | | | limiting or misleading. No, it is not computer-based but |
| increase performance. This really begs the question. If | | | | the handwritten notes can easily be transferred to a |
| they don't increase performance, what do they do? | | | | computer record. |
| There is a gradual realization that they only fulfill the | | | | To sum up. We are deluding ourselves if the systems |
| head office desire to fill out forms and report | | | | that we operate are actually delivering the |
| subjectively on people. | | | | performance that we need and pay for. |
| Customer service is a good example. Many | | | | |