Ann Boland,
 
Yes, it is a very old carrot and stick routine, and it has not proven
itself to be useful, period.
 
1. Do not breed fear in the organization by continuing "performance
evaluations". The ultimate result will run counter to what is desired by
the organization. It will breed competition, not cooperation. Conflict,
not consensus.
 
2. Design metrics dealing with performance issues, not control issues.
Managers can be taught why this is much preferable to the controlling of
employees under "normal" systems, which are usually unhealthy and
fear-based.
 
3. Design motivating systems, reward for improvement in knowledge levels
or skills which contribute to the overall benefit of the company, etc.
The same can be done for managers, without the need for high-priced
seminars in resort towns et al.
 
4. In your recommendation, the implication is that the top is not
interested in anything but numbers for their own sake, they "get on their
case", etc., which indicates clearly that the need is for a change in
THINKING, not a change in other issues. Once you flip the switch so upper
managers can see the fallacy in performance based pay schemes, it will be
much easier and more productive to involve others in team-based
approaches requiring improvements in th overall system, not controlling
the employees.
 
FWIW,
--
 
Regards,
John Constantine
Rainbird Management Consulting
http://www.trail.com/~rainbird
 
(just recently unsubscribed, due to lack of activity on this list.)