Format:
1 online resource (317 pages)
Edition:
1st ed.
ISBN:
9781848729674
,
9780203180341
Series Statement:
Applied Psychology Series
Content:
This new book explains the Productivity Measurement and Enhancement system (ProMES) and how it meets the criteria for an optimal measurement and feedback system. It summarizes all the research that has been done on productivity, mentioning other measurement systems, and gives detailed information on how to implement this one in organizations. This book will be of interest to behavioral science researchers and professionals who wish to learn more about the practical methods of measuring and improving organizational productivity
Note:
Cover -- Evidence-Based Productivity Improvement: A Practical Guide to the Productivity Measurement and Enhancement System (ProMES) -- Copyright -- Contents -- Series Foreword -- Preface -- Authors -- I THE PRODUCTIVITY MEASUREMENT AND ENHANCEMENT SYSTEM (ProMES): AN INTRODUCTION AND BACKGROUND -- Chapter 1 The Value of Productivity Measurement -- Productivity: Why So Important? -- The Effects of Productivity Growth -- The Importance of Measuring Productivity -- General Reasons for the Importance of Productivity Measurement -- Advantages Occurring Through the Process of Developing Productivity Measures -- Beneficial Uses of the Resulting Productivity Measurement -- Chapter 2 Organizational Productivity: A Definition and Description -- Purposes in Measuring Productivity -- The Purpose Influences the Measurement System -- The Intent of ProMES -- Chapter 3 Criteria for an Optimal Productivity Measurement and Feedback System -- Chapter 4 The ProMES Approach: An overview -- Steps in the Development of ProMES -- Step 1: Form the Design Team -- Step 2: Identify Objectives -- Step 3: Develop Indicators -- Step 4: Develop Contingencies -- Step 5: Develop Feedback Reports -- Step 6: Conduct Feedback Meetings -- Step 7: Monitoring the Project Over Time -- Chapter 5 Theoretical Background Behind ProMES -- Theory -- Connections -- Motivational Force and Behavioral Intentions -- The Theory and Organizational Systems -- Implications From the Theory and How ProMES Incorporates Them -- Other Conceptual Foundations of ProMES -- Feedback -- Participation in Decision Making -- Roles, Role Ambiguity, and Role Conflict -- Goal Setting and Task Strategy -- Teams -- Chapter 6 Comparison of ProMES to the Desirable Characteristics -- Chapter 7 Research Evidence Supporting ProMES -- The Initial ProMES Study -- Productivity Results -- Attitude Results -- Hawthorne Effects
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How Do You Deal With Interdependencies Between Units? -- Is There a Dilemma Between Having Indicator Controllability and Dealing With Interdependence? -- Indicator Issues -- What Should the Facilitator Do if Incumbents and Supervisors Cannot Agree on a Measure? -- Is the Variability of an Indicator an Important Factor to Consider? -- Is It a Problem if Indicators Are Not Independent? -- Controllability of Indicators and Chained Outcomes -- Contingency Issues -- What if the Design Team Comes Up With Linear Contingencies? -- Why Do You Use the Term Effectiveness on the Vertical Axis of a Contingency? -- What Do You Do if There Are Ties When Contingencies Are Ranked? -- Is It Important That the Intervals on the Contingencies Be Equal in Size? -- Is There an Issue About the Size of the Increase in Determining Priorities? -- Chapter 19 Questions and Answers About ProMES: Feedback Reports and Meetings -- Developing the Feedback Reports -- How Many Levels up the Organization Should Feedback Reports Be Given? -- Who Should Do the Data Collection and Preparation of the Feedback Reports? -- Can I Automate or Computerize the Feedback Reports? -- Should Information That Is Not Part of the System Ever Be Put Into the Feedback Reports? -- Using the Feedback Reports -- How Can I Overcome a Negative or Evaluative Tone in the Feedback Meetings? -- How Important Is Competition in Such a System? -- How Do You Ensure You Are Getting Accurate Indicator Data? -- How Do You Avoid Personnel "Gaming" the System? -- IV OTHER PRODUCTIVITY IMPROVEMENT TECHNIQUES AND OTHER ProMES APPLICATIONS -- Chapter 20 ProMES and Other Productivity Improvement Techniques -- Feedback, Goal Setting, and Incentives -- Definitions -- Productivity Measurement Is Critical -- Goal Setting -- Incentives -- Balanced Scorecard -- Six Sigma -- Chapter 21 Other Applications of ProMES
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Later ProMES Research Questions -- Can ProMES Be Developed in Different Settings? -- Does ProMES Improve Productivity? -- Magnitude of ProMES Effects -- Effects of Removing ProMES -- Cost-Benefits of ProMES -- Effects During ProMES Development -- Comparison Groups -- Do Improvements Last Over Time? -- What Factors Are Important in Making ProMES Successful? -- Other Research on ProMES Success Factors -- What Are Other Effects of ProMES? -- Effects on Attitudes -- Negative Reactions -- Conflict -- Interdependencies -- Effects on Financial Outcomes -- What Have We Learned About Why ProMES Works? -- Other Motivational Issues -- ProMES Improvement Priorities -- The Effects of Participation -- ProMES and Team Climate -- Contingencies and Policy -- Indicator Types -- How Long Does It Take to Do ProMES? -- Calendar Time to Do ProMES -- What Improvements in the ProMES Process Have Been Developed? -- Introduction of the System -- Seeing ProMES as a Continuous Process -- Using Graphics in Feedback -- Improvements in Developing Contingencies -- Conjoint Analysis and Contingencies -- What Do We Still Need to Know: Future Research on ProMES -- Psychological Processes in ProMES -- Effects on Financial Outcomes -- Streamlining ProMES Development -- ProMES Throughout the Organization -- Chapter 8 Why ProMES Works -- Structural Features -- Motivational Features -- Informational Features -- II HOW TO DO ProMES IN YOUR ORGANIZATION -- Chapter 9 Laying the Foundation: Conditions Necessary for ProMeS -- Conditions Prior to Implementation -- Necessary Background Knowledge -- Important Organizational Conditions -- Important Organizational Attitudes -- The Importance of Management Support -- Major Implementation Principles -- Chapter 10 Key Decision Points When Starting System Development -- Preliminary Decisions -- The Design Team -- The Target Unit(s)
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Needed Organizational Resources -- The Development Process: General Considerations -- The Importance of Participation -- Participation Versus Control -- The Importance of Time -- Meeting Schedule -- Interaction Among the Design Team -- Preparing the Unit -- Chapter 11 Developing Objectives and Indicators -- Developing Objectives -- Objective Identification Process -- Criteria for Good Objectives -- Developing Indicators -- Process of Identifying Indicators -- Criteria for Good Indicators -- Types of Indicators -- Finalizing Indicators and the Indicator Information Form -- Indicator Information Form -- Getting Management Approval -- Chapter 12 Developing Contingencies -- Developing Contingencies -- An Extended Example -- Identifying Minimums, Maximums, and the Zero Point -- Establishing Effectiveness Values -- Sample Contingencies -- Management Approval -- Why Contingencies Are Nonlinear -- Summary: Developing Contingencies -- Chapter 13 The Feedback System -- Design of the Feedback Reports -- Content of Feedback Report -- Historical Data -- Priorities -- Importance of Graphic Feedback -- Comparing Units -- Generating the Feedback Report -- Feedback Meetings -- Chapter 14 Getting the Complete Picture: Aggregation Across Units -- Horizontal Aggregation -- Units Doing the Same Work -- Units Doing Different Work -- Vertical Aggregation -- The Aggregation Process -- Aggregating to Next Level -- Special Issues -- An Example Application -- Chapter 15 Tips on Implementing ProMES -- What to Expect During the Process -- Relative Difficulty of Each Step -- Predictable Patterns in the Role of the Facilitator -- ProMES as a Self-Correcting Process -- Other Issues to Expect -- Controllability of Indicators -- Recommendations for Increasing Output Measure Controllability -- Conclusions About Measure Controllability -- Suggestions for Initial Implementation
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Periodic Review -- Existing Organizational Problems -- Other Interventions -- Chapter 16 Automating Data Collection and Feedback Reporting -- Using a Self-Developed System -- Commercially Available ProMES Software -- ProMES Navigator -- System Setup -- Feedback Report Features -- III QUESTIONS AND ANSWERS ABOUT ProMES -- Chapter 17 Questions and Answers About ProMES: General Issues -- Alternate Features and Applications -- Can Productivity Measurement Be Used for Individual Performance Appraisal? -- How Would ProMES Be Different in a Service Organization? -- Using ProMES With Unions -- Must Data From a Productivity Measurement System Be Reconcilable With Profitability Data? -- How Can ProMES Be Used to Evaluate Other Interventions? -- How Can You Compare the Performance of Different Units Using ProMES? -- In What Kind of Situation Will ProMES Not Work? -- General Implementation Questions -- Is It Worth Doing ProMES in a Unit That Already Has Measures and Feeds These Back to Unit Personnel? -- Should the Meetings to Develop the System Be Done on Company Time? -- Is There a Problem With the Facilitators Becoming Consultants? -- Are There Faster Ways to Do the System With Multiple Groups? -- Chapter 18 Questions and Answers About ProMES: Measurement -- General Measurement Questions -- How Do You Deal With the Trade-Off Between the Completeness of the System and the Difficulty of Getting the Measures? -- How Do You Deal With Resistance to Measurement? -- How Do You Deal With the Point That Because of the Contingencies ProMES Is a Subjective Measurement System? -- How Do You Deal With an Overly Directive Supervisor During the Process of System Development? -- Is It Ever Appropriate to Meet With Only a Part of the Design Team? -- How Do You Deal With Feelings of Lack of Progress in the Design Team? -- Interdependency Issues
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Use With Top Management
Additional Edition:
Print version Pritchard, Robert D. Evidence-Based Productivity Improvement Oxford : Taylor & Francis Group,c2011 ISBN 9781848729674
Language:
English
Keywords:
Electronic books
URL:
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