Yearly Archives: 2018

pay for performance

How to Get or Give a Pay Increase

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One of my clients asked me recently how to approach her boss for a pay raise. She said she was already at the high end of her pay scale.

 

I suggested she asked to be paid a bonus based on performance improvement. That way she could set and agree on specific goals that could be tracked and measured.

 

Sales people are typically paid on salary and commission, which is a version of pay for performance. This approach could be applied to all positions.

 

 

Employers could test this approach with one or two employees to make sure it works and can be duplicated. The important thing is to be able to set clear goals and define the pay for performance associated with the performance improvement.

 

There are many pay for performance  (incentive pay) studies and theories in existence but the key is to keep it simple and to regularly discuss the progress being made so there are no surprises when it comes time for the compensation to be given.

 

Using a Suggestion Box to Improve Employee Performance

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Suggestion boxes have been used for years to have employees participate to improve performance of the organization. But this practice could have a negative effect on employee morale and cause a decrease in performance.

 

Employees want to participate if given the opportunity. It’s up to leadership to create the environment and the practice of engaging people in contributing their ideas for improvement.

 

If people are asked to contribute their ideas for improvement, then they need feedback to know if their ideas are being considered and used. They also need feedback on how the ideas are being implemented and the progress being made.

 

 

Suggestion boxes can work if management takes it seriously and provides feedback to employees. But the better approach is to have employees meet to discuss problems and ways to improve various aspects of their work and problems that affect them.

 

This approach requires leaders to adjust their style of leadership to be participative and to coach employees rather than control. Take our leadership style test to see if you are more of a leader or a manager that asserts control.

 

When employees are asked to participate in continuous improvement they have a feeling of influence and this leads to psychological ownership and commitment to the changes and improvements they propose.

 

Start getting employees to participate and get rid of the suggestion box.

 

bad luck

 

 

improving organizational and employee performance

Improving Organizational and Employee Performance

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Improving Organizational and Employee Performance through Employee Participation and Involvement

The road to improved organizational and employee performance must have at it’s roots the participative involvement of employees.

 

This requires a shift in the style of leadership to participative rather than control. Leaders tend to lean towards a participative style of leadership, while managers are more controlling. To find out if you are more of a leader or a manager, take our leadership style test.

 

Participative involvement of employees in decision making and improving performance and productivity leads to employees having a feeling of influence.

 

When one feels they can influence the decision and improvement process they acquire psychological ownership of the decision and process.

 

 

This leads to a commitment to what they need to do to support the decisions and changes. Employees are then committed to take responsibility for the tasks they need to perform because they now feel ownership of the process.

 

Improved performance of employees is what results, and this contributes to a more nimble and productive organization.

improving organizational and employee performance

Participative involvement is a leadership style. Its purpose is to create an environment where every person can contribute to the maximum of his/her capability. It’s a way of interacting with employees which allows and encourages them to communicate freely about what’s on their minds. It calls on managers to proactively uncover performance barriers, to solicit ideas for improvement, and to share responsibility and authority with employees.