Manage people, not personnel: motivation and performance appraisal
Gespeichert in:
| Format: | Buch |
|---|---|
| Sprache: | English |
| Veröffentlicht: |
Boston, MA
Harvard Business School
1990
|
| Schriftenreihe: | Harvard business review book series
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Aus: Harvard business review |
| Beschreibung: | XVI, 267 S. graph. Darst. |
| ISBN: | 0875842283 |
Internformat
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Datensatz im Suchindex
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|---|---|
| adam_text | Contents
Preface ix
Victor H. Vroom
Part I Motivation
1 Big Hat, No Cattle: Managing Human
Resources 1
Wickham Skinner
After 60 years of human resource management, where
are all the committed, loyal, and dedicated
employees?
2 Harvard Business School Note: Reward Systems
and the Role of Compensation 15
Michael Beer and Richard E. Walton
This note presents a survey of reward systems that
appeal to extrinsic or intrinsic needs.
3 Harvard Business School Note: Managing the
Psychological Contract 39
R. Roosevelt Thomas, Jr.
Managers and subordinates can work toward a
psychological contract that recognizes both extrinsic
and intrinsic needs.
4 One More Time: How Do You Motivate
Employees? 49
i Frederick Herzberg
I The drastic limitations of extrinsic rewards and
j punishments—the carrot and the stick—argue for
motivation through the work itself.
V
vi Contents
5 Asinine Attitudes toward Motivation 77
Harry Levinson
Motivation based on the great jackass fallacy
amounts to nothing more than management
manipulation of employees.
6 From Control to Commitment in the
Workplace 89
Richard E. Walton
In factory after factory, there is a revolution
underway in the management of work.
7 Keeping Managers off the Shelf 107
Jay W. Lorsch and Haruo Takagi
Veteran managers who hit a plateau can be rescued
from permanent stagnation.
8 Power Is the Great Motivator 119
David C. McClelland and David H. Burnham
The primary motivation of a good manager is not a
desire for personal success, but a fondness for power.
9 The Attack on Pay 137
Rosabeth Moss Ranter
Paying for performance is the most effective way to
motivate managers.
Part II Performance Appraisal
1 An Uneasy Look at Performance Appraisal 155
Douglas McGregor
Managers are understandably uncomfortable when
they are put in the position of playing God.
2 Split Roles in Performance Appraisal 167
Herbert H. Meyer, Emanuel Kay, and John R. P.
French, Jr.
A famous experiment at General Electric shows that
the manager s role is critical to the effect of
performance appraisal. ;
Contents vii
3 Appraisal of What Performance? 181
Harry Levinson
Management by objectives can be a worthwhile
evaluation system, but it tends to place too much
emphasis on end results.
4 Management by Whose Objectives? 197
Harry Levinson
They may look benign, but MBOs can serve as a
control device that increases pressure on employees to
do their jobs.
5 Employee Growth through Performance
Management 217
Michael Beer and Robert A. Ruh
The MBO system needs to be supplemented in order
to make informed promotion decisions and to
encourage the coaching of employees.
6 Make Performance Appraisal Relevant 233
Winston Oberg
The best kind of performance appraisal system is the
one that fits an organization s circumstances and
purposes.
7 Cyanamid s New Take on Performance
Appraisal 247
Saul W. Gellerman and William G. Hodgson
One company simplified its performance appraisal
system to achieve fairer and more realistic
evaluations.
About the Contributors 257
Index 261
|
| adam_txt |
Contents
Preface ix
Victor H. Vroom
Part I Motivation
1 Big Hat, No Cattle: Managing Human
Resources 1
Wickham Skinner
After 60 years of human resource management, where
are all the committed, loyal, and dedicated
employees?
2 Harvard Business School Note: Reward Systems
and the Role of Compensation 15
Michael Beer and Richard E. Walton
This note presents a survey of reward systems that
appeal to extrinsic or intrinsic needs.
3 Harvard Business School Note: Managing the
Psychological Contract 39
R. Roosevelt Thomas, Jr.
Managers and subordinates can work toward a
psychological contract that recognizes both extrinsic
and intrinsic needs.
4 One More Time: How Do You Motivate
Employees? 49
i Frederick Herzberg
I The drastic limitations of extrinsic rewards and
j punishments—the carrot and the stick—argue for
motivation through the work itself.
V
vi Contents
5 Asinine Attitudes toward Motivation 77
Harry Levinson
Motivation based on "the great jackass fallacy"
amounts to nothing more than management
manipulation of employees.
6 From Control to Commitment in the
Workplace 89
Richard E. Walton
In factory after factory, there is a revolution
underway in the management of work.
7 Keeping Managers off the Shelf 107
Jay W. Lorsch and Haruo Takagi
Veteran managers who hit a plateau can be rescued
from permanent stagnation.
8 Power Is the Great Motivator 119
David C. McClelland and David H. Burnham
The primary motivation of a good manager is not a
desire for personal success, but a fondness for power.
9 The Attack on Pay 137
Rosabeth Moss Ranter
Paying for performance is the most effective way to
motivate managers.
Part II Performance Appraisal
1 An Uneasy Look at Performance Appraisal 155
Douglas McGregor
Managers are understandably uncomfortable when
they are put in the position of "playing God."
2 Split Roles in Performance Appraisal 167
Herbert H. Meyer, Emanuel Kay, and John R. P.
French, Jr.
A famous experiment at General Electric shows that
the manager's role is critical to the effect of
performance appraisal. ;
Contents vii
3 Appraisal of What Performance? 181
Harry Levinson
Management by objectives can be a worthwhile
evaluation system, but it tends to place too much
emphasis on end results.
4 Management by Whose Objectives? 197
Harry Levinson
They may look benign, but MBOs can serve as a
control device that increases pressure on employees to
do their jobs.
5 Employee Growth through Performance
Management 217
Michael Beer and Robert A. Ruh
The MBO system needs to be supplemented in order
to make informed promotion decisions and to
encourage the coaching of employees.
6 Make Performance Appraisal Relevant 233
Winston Oberg
The best kind of performance appraisal system is the
one that fits an organization's circumstances and
purposes.
7 Cyanamid's New Take on Performance
Appraisal 247
Saul W. Gellerman and William G. Hodgson
One company simplified its performance appraisal
system to achieve fairer and more realistic
evaluations.
About the Contributors 257
Index 261 |
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| illustrated | Illustrated |
| index_date | 2024-07-02T16:04:47Z |
| indexdate | 2024-07-09T20:47:03Z |
| institution | BVB |
| isbn | 0875842283 |
| language | English |
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| physical | XVI, 267 S. graph. Darst. |
| publishDate | 1990 |
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| publisher | Harvard Business School |
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| series2 | Harvard business review book series |
| spelling | Manage people, not personnel motivation and performance appraisal Boston, MA Harvard Business School 1990 XVI, 267 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Harvard business review book series Aus: Harvard business review Employee motivation Employees Rating of Personnel management Personalpolitik (DE-588)4045269-4 gnd rswk-swf Personalpolitik (DE-588)4045269-4 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015118524&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Manage people, not personnel motivation and performance appraisal Employee motivation Employees Rating of Personnel management Personalpolitik (DE-588)4045269-4 gnd |
| subject_GND | (DE-588)4045269-4 |
| title | Manage people, not personnel motivation and performance appraisal |
| title_auth | Manage people, not personnel motivation and performance appraisal |
| title_exact_search | Manage people, not personnel motivation and performance appraisal |
| title_exact_search_txtP | Manage people, not personnel motivation and performance appraisal |
| title_full | Manage people, not personnel motivation and performance appraisal |
| title_fullStr | Manage people, not personnel motivation and performance appraisal |
| title_full_unstemmed | Manage people, not personnel motivation and performance appraisal |
| title_short | Manage people, not personnel |
| title_sort | manage people not personnel motivation and performance appraisal |
| title_sub | motivation and performance appraisal |
| topic | Employee motivation Employees Rating of Personnel management Personalpolitik (DE-588)4045269-4 gnd |
| topic_facet | Employee motivation Employees Rating of Personnel management Personalpolitik |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015118524&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |