Hi Community,
I'm working with a healthcare management company, having four years of experience. Please give me some inputs on Performance Management System using Bell Curve. Is there any article, PowerPoint presentation, or book that can help me with this?
Regards, PIYUSH
From India, Delhi
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I'm working with a healthcare management company, having four years of experience. Please give me some inputs on Performance Management System using Bell Curve. Is there any article, PowerPoint presentation, or book that can help me with this?
Regards, PIYUSH
From India, Delhi
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Visit the following link on our website only.
Many organizations today use a bell curve for performance evaluation processes. They reward a small percentage of top performers, encourage a large majority in the middle to improve, and lay off the bottom performers. Companies believe that such a pay-for-performance system encourages employees to perform better. The question we explore in this paper is: does the system increase the overall performance of the company over time? We observe that pressure, if maintained below a certain level, can lead to higher performance. However, with layoffs, constant pressure demoralizes employees, leading to a drop in performance. As the company shrinks, the rigid distribution of the bell curve forces managers to label a high performer as mediocre. A high performer, unmotivated by such artificial demotion, behaves like a mediocre. Furthermore, managers begin to reward visible performance over the actual. Finally, the erosion of social capital could cripple the company. We recommend the use of a semi-bell curve where someone who performs like a top performer is rewarded as one. Additionally, we recommend balancing pressure and morale. We recognize that such a balance is very difficult to strike and can be successfully achieved only by decoupling the issue of layoffs from the performance evaluation process, to some extent.
From India, Mumbai
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50Many organizations today use a bell curve for performance evaluation processes. They reward a small percentage of top performers, encourage a large majority in the middle to improve, and lay off the bottom performers. Companies believe that such a pay-for-performance system encourages employees to perform better. The question we explore in this paper is: does the system increase the overall performance of the company over time? We observe that pressure, if maintained below a certain level, can lead to higher performance. However, with layoffs, constant pressure demoralizes employees, leading to a drop in performance. As the company shrinks, the rigid distribution of the bell curve forces managers to label a high performer as mediocre. A high performer, unmotivated by such artificial demotion, behaves like a mediocre. Furthermore, managers begin to reward visible performance over the actual. Finally, the erosion of social capital could cripple the company. We recommend the use of a semi-bell curve where someone who performs like a top performer is rewarded as one. Additionally, we recommend balancing pressure and morale. We recognize that such a balance is very difficult to strike and can be successfully achieved only by decoupling the issue of layoffs from the performance evaluation process, to some extent.
From India, Mumbai
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Visit the following link on our website only.
Many organizations today use a bell curve for the performance evaluation process. They reward a small percentage of top performers, encourage a large majority in the middle to improve, and lay off the bottom performers. Companies believe that such a pay-for-performance system encourages employees to perform better. The question we explore in this paper is: does the system increase the overall performance of the company over time? We observe that pressure, if maintained below a certain level, can lead to higher performance. However, with lay-offs, constant pressure demoralizes employees, leading to a drop in performance. As the company shrinks, the rigid distribution of the bell curve forces managers to label a high performer as mediocre. A high performer, unmotivated by such artificial demotion, behaves like a mediocre. Further, managers begin to reward visible performance over the actual. Finally, the erosion of social capital could cripple the company. We recommend the use of a semi-bell curve where someone who performs like a top performer is rewarded as one. Further, we recommend balancing pressure and morale. We recognize that such a balance is very difficult to strike and can be successfully achieved only by decoupling the issue of lay-offs from the performance evaluation process, to some extent.
From India, Mumbai
Acknowledge(0)Amend(0)
Visit the following link on our website only.
Many organizations today use a bell curve for the performance evaluation process. They reward a small percentage of top performers, encourage a large majority in the middle to improve, and lay off the bottom performers. Companies believe that such a pay-for-performance system encourages employees to perform better. The question we explore in this paper is: does the system increase the overall performance of the company over time? We observe that pressure, if maintained below a certain level, can lead to higher performance. However, with lay-offs, constant pressure demoralizes employees, leading to a drop in performance. As the company shrinks, the rigid distribution of the bell curve forces managers to label a high performer as mediocre. A high performer, unmotivated by such artificial demotion, behaves like a mediocre. Further, managers begin to reward visible performance over the actual. Finally, the erosion of social capital could cripple the company. We recommend the use of a semi-bell curve where someone who performs like a top performer is rewarded as one. Further, we recommend balancing pressure and morale. We recognize that such a balance is very difficult to strike and can be successfully achieved only by decoupling the issue of lay-offs from the performance evaluation process, to some extent.
From India, Mumbai
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Performance Management System.doc