Summary
As both internal and external forces push organizations to change, many organizations are evaluating and revising aspects of their human resource management systems. This article describes the change process used by Pratt and Whitney in their effort to realign their performance management practices with their culture and their business needs. A primary key to the success of this change effort was the value placed on changing the roles and accountability of managers. The importance of managing performance was clearly communicated to managers, and rewards and recognition reinforced managers for becoming more effective in this nontechnical domain of their jobs.
The efforts and contributions of David Ebert of Organizational Dynamics, Inc. and Frank Archey of Pratt and Whitney, are gratefully acknowledged. The project described in the text was completed while the author was Vice President and Managing Director of Organizational Dynamics, Inc.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
References
Bartolome, F. and A. Laurent. “The Manager: Master and Servant of Power.” Harvard Business Review, November–December, 1986, pp. 77–81.
Beatty, R.W. and C.E. Schneier. “Strategic Performance Management: Linking Strategic Planning with Performance Expectations.” In R. Schuler and S. Youngblood (Eds.), Readings in Personnel and Human Resource Management, 3d ed. (St. Paul, Minnesota: West, 1987).
Beck, R.N. “Visions, Values, and Strategies: Changing Attitudes and Culture.” The Academy of Management Executive, February, 1987, pp. 33–42.
Bernardin, H.J. and R.W. Beatty. Performance Appraisal: Assessing Human Behavior at Work. (Boston, Massachusetts: Kent, 1984).
Butler, R.J. and L. Yorks. “A New Appraisal System as Organizational Change.” Personnel, January–February, 1984, pp. 31–42.
Carroll, S.J. and C.E. Schneier. Performance Appraisal and Review Systems. (Glenview, Illinois: Scott, Foresman, 1982).
Feldman, J.M. “Instrumentation and Training for Performance Appraisal: A Perceptual-Cognitive Viewpoint.” In K.M. Rowland and G.R. Ferris (Eds.), Research in Personnel and Human Resources Management, Vol. 4. (Greenwich, Connecticut: JAI Press, 1986).
Gomez-Mejia, L.R., H. Tosi, and T. Hinkin. “Managerial Control, Performance, and Executive Compensation.” Academy of Management Journal, Vol. 30(1), 1987, pp. 51–70.
Kanter, R.M. “The Attack on Pay.” Harvard Business Review, March–April, 1987, pp. 60–67.
Landy, F.L. and J.L. Farr. The Measurement of Work Performance. (New York, New York: Academic Press, 1983).
Lawler, E.E. High-involvement Management. (San Francisco, California: Jossey-Bass, 1986).
McLaughlin, D.J. “The Turning Point in Human Resources Management.” In F.K. Foulkes (Ed.), Strategic Human Resources Management. (Englewood Cliffs, New Jersey: Prentice-Hall, 1986).
Mitroff, L.I. and S.A. Mohrman. “The Slack Is Gone: How the United States Lost its Competitive Edge in the World of Economy.” The Academy of Management Executive, February, 1987, pp. 65–70.
Schneier, C.E., R.W. Beatty, and L.S. Baird. “How to Construct a Successful Performance Appraisal System.” Training and Development Journal, April, 1986, pp. 38–43.
Schneier, C.E., R.W. Beatty, and L.S. Baird. “Creating a Performance Management System.” Training and Developmental Journal, May, 1986, pp. 74–79.
Schneier, C.E., R.W. Beatty, and L.S. Baird. The Performance Management Sourcebook. (Amherst, Massachusetts: HRD Press, 1987).
Tichy, N.M. and C.K. Barnett. “Profiles in Change: Revitalizing the Automotive Industry.” Human Resource Management, Vol. 24(2), 1985, pp. 467–502.
Wallace, M.J. and C.H. Fay. Compensation Theory and Practice. (Boston, Massachusetts: Kent, 1983).
Weisbrod, M.R. “Toward Third-wave Managing and Consulting.” Organizational Dynamics, Winter, 1987, pp. 4–25.
Author information
Authors and Affiliations
Editor information
Rights and permissions
Copyright information
© 1992 Gabler Verlag, Wiesbaden
About this chapter
Cite this chapter
Schneier, C.E. (1992). Implementing Performance Management and Recognition and Rewards (PMRR) Systems at the Strategic Level: A Line Management-Driven Effort. In: Schweiger, D.M., Papenfuß, K. (eds) Human Resource Planning. Gabler Verlag. https://doi.org/10.1007/978-3-322-83820-9_15
Download citation
DOI: https://doi.org/10.1007/978-3-322-83820-9_15
Publisher Name: Gabler Verlag
Print ISBN: 978-3-409-13860-4
Online ISBN: 978-3-322-83820-9
eBook Packages: Springer Book Archive