By Roderic Gray (Auth.)
"How does it think to paintings here?"--The significance of an organization's weather is critical to its success.
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Additional info for A Climate of Success. Creating the right organizational climate for high performance
Because it is so tangible, compensation functions as the most immediate and direct commentary on job performance. As a reward it is also a measure of the individual’s worth as an employee and, to some extent, as a human being. Gordon and Cummins, 1979 This isn’t a trivial matter. Whenever we have the power to influence someone else’s self-perception of his or her ‘worth . . as a human being’ (Gordon and Cummins 1979) we take on an awesome responsibility for their psychological health. It’s vital that we invest the highest degree of effort, diligence and sensitivity into the task of assessing and communicating what someone’s contribution is actually worth to the organization.
This puts a great strain on individuals and their families, which has serious implications 47 A Climate of Success both for employees and for their organizations: ‘in recent years economic productivity has been wrung out of the average worker, in large measure, at the cost of his or her health and happiness. This trend towards pathological and dysfunctional effects needs to be reversed’ (Gavin and Mason, 2004). One glaring symptom of this increasing pressure is a comparison of working hours. Quoting the latest figures available to them, Gavin and Mason report that average working hours for 2002 in the UK were 1707, compared to Germany’s 1444.
Did this involve making inappropriate concessions which cost a fortune? It gets more problematic as the complexity of a job increases. When we need to assess the performance of managers the number of factors we might look at gets quite daunting. Organizations often try to deal with this by measuring outcomes rather than looking at what the individual actually does. ‘Unfortunately, this isn’t really the answer … The main problem here is that outcomes are the effects of what is being done; looking at results tells you what happened but it doesn’t tell you why.