MARC record from Internet Archive

LEADER: 07065cam 2200877 a 4500
001 ocm25025548
003 OCoLC
005 20180802013738.0
008 911204s1992 maua b 101 0 eng
010 $a 91044880
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020 $a0875843506$q(alk. paper)
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035 $a(OCoLC)25025548$z(OCoLC)1022691093
050 00 $aHF5549.5.R3$bP477 1992
082 00 $a658.3/125$220
084 $a85.62$2bcl
245 00 $aPerformance measurement, evaluation, and incentives /$cedited by William J. Bruns, Jr.
260 $aBoston, Mass. :$bHarvard Business School Press,$c℗♭1992.
300 $avi, 310 pages :$billustrations ;$c25 cm.
336 $atext$btxt$2rdacontent
337 $aunmediated$bn$2rdamedia
338 $avolume$bnc$2rdacarrier
490 1 $aHarvard Business School series in accounting and control
500 $aRev. papers from a colloquium held at the Harvard Business School, June 25-26, 1990.
504 $aIncludes bibliographical references and index.
505 0 $aPerformance evaluation and managers' descriptions of tasks and activities / William J. Bruns, Jr., Sharon M. McKinnon -- Performance measurement and appraisal: motivating managers to identify and reward performance / Kevin J. Murphy -- Evolution of performance-based management incentives at the Fiat Group / Kenneth A. Merchant, Angelo Riccaboni -- United Bank: a case study on the implementation of a performance-related reward scheme / David Otley -- Organizational changes and value creation in leveraged buyouts: the case of the O.M. Scott & Sons Company / George P. Baker, Kearn H. Wruck.
505 0 $aIncentive pay and organizational culture / Regina R. Bento, Lourdes D. Ferreira -- The job as a concept / Edward P. Lazear -- The performance management of teams / Allan M. Mohrman, Jr., Susan Albers Mohrman, Edward E. Lawler III -- An examination of control mechanisms in organizations with ill-defined technology and output / K.J. Euske -- Total-factor productivity measurement, pertinent or passe ? / Kiran Verma.
520 $aThe ability to measure and reward the performance of managers and business units is critical to organizations of all kinds. There is scanty academic literature, however, about how these systems actually function in companies today. To address these issues, a colloquium was held at the Harvard Business School in June 1990 to discuss the results of field research conducted by a group of academics working in these areas. Performance Measurement, Evaluation, and Incentives.
520 $aPresents their findings. These field studies will greatly enrich both managers' and academics' understanding of the problems managers encounter as they attempt to measure and evaluate performance. In Part I, contributors discuss procedures and systems for evaluating performance and providing incentives. Bruns and McKinnon look at one effect of performance evaluation schemes in twelve corporations in the United States and Canada; Murphy analyzes the much-admired Merck.
520 $aPerformance Appraisal Program as it evolved since its inception in 1978; Merchant and Riccaboni look at the implementation of incentive compensation by the Fiat Group in Italy; Otley concentrates on the introduction of incentive compensation to the branch network major British bank; Baker and Wruck discuss change in incentives that were introduced after a leveraged buyout; and Bento and Ferreira appraise the importance of organizational culture to evaluation and.
520 $aIncentive schemes. Part II focuses on issues that arise from the ways in which work is organized. Lazear considers the provocative question of "what is a job?" in his study of data from one firm over a 13-year period; Mohrman, Mohrman, and Lawler present a contrasting view in their study of three organizations that redesigned systems for group performance. These two papers provide a comprehensive summary of issues that are of particular interest today as companies.
520 $aReorganize, downsize, and restructure work to make better use of new technologies or adapt to changing conditions. Part III reports on special problems that complicate attempts to measure performance. Euske looks at some issues involved in defining control mechanisms and performance measures in profit and nonprofit institutions with objectives that are not well defined. Verma examines total-factor productivity measurement at Ethyl Corporation and its usefulness to.
520 $aManagement. Unlike academic models, these field studies vividly reveal the complex cultural and organizational environments in which performance measurements are made and evaluated. The observations and conclusions not only describe how organizations are coping with these difficult issues today, but also add to a research agenda that may enable theory and practice to come together to improve organizational and individual performance, and to make more effective use of.
520 $aIncentives.
650 0 $aEmployees$xRating of$vCongresses.
650 0 $aEmployee motivation$vCongresses.
650 0 $aIncentives in industry$vCongresses.
650 6 $aPersonnel$xE valuation$vCongre s.
650 6 $aPersonnel$xMotivation$vCongre s.
650 6 $aStimulants dans l'industrie$vCongre s.
650 7 $aEmployee motivation.$2fast$0(OCoLC)fst00909027
650 7 $aEmployees$xRating of.$2fast$0(OCoLC)fst00909172
650 7 $aIncentives in industry.$2fast$0(OCoLC)fst00968514
650 17 $aArbeidsmotivatie.$2gtt
650 17 $aWerknemers.$2gtt
650 17 $aPrestatiebeloning.$2gtt
650 7 $aMotivation$2gnd
650 7 $aFu hrungsstil$2gnd
650 7 $aArbeitsbewertung$2gnd
650 7 $aArbeitsleistung$2gnd
650 7 $aPersonnel$xE valuation$xCongre s.$2ram
650 7 $aPersonnel$xMotivation$xCongre s.$2ram
650 7 $aStimulants dans l'industrie$xCongre s.$2ram
653 0 $aEmployee motivation$aCongresses
653 0 $aEmployees$aRating of$aCongresses
653 0 $aIncentives in industry$aCongresses
655 7 $aConference papers and proceedings.$2fast$0(OCoLC)fst01423772
700 1 $aBruns, William J.
830 0 $aHarvard Business School series in accounting and control.
856 41 $3Table of contents$uhttp://www.gbv.de/dms/hbz/toc/ht004422742.PDF
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