Performance-Related Production Tactics - Essay Example

Performance related production Table of Content Serial Number and Topic Head Page Number 0 Introduction 02 2.0 Overview 06 3.0 Literature Review 09 4.0 The World of Business 13 5.0 Conclusion 21 6.0 References 23 1.0 Introduction Of late, benchmarking has become an approach to optimise production processes by comparing certain aspects of a company with its competitors. However, one of the biggest challenges is not just gathering or statistically evaluating these data, but to derive a concrete measure to interpret the results (Denkena, B; Apitz, R; Liedtke, C, 2006) Studies have reflected the importance of employee participation programmes and group based pay incentives. These measures have met with success, and so too have profit and gain sharing programmes. 'High-performance' and 'High-involvement' are two business terms related to employees and production. In order to accentuate production through employee performance, a company's management needs to develop a strong belief and determination among the leadership and worker-class, to accelerate progressive changes and create a difference. Only those with exceptional influence can change the way an organisation runs. Management must consider the criticality of a visible and active role taken by them to integrate policies of diversity and inclusion into every aspect of an organisation's operation and culture. Culture affects every employee of the organisation, whether it is a man or woman. It's imperative that any policy decision reach all concerned in the organisation; every individual of the organisation must feel a part of the scheme of things, for the welfare of the organisation. A healthy work environment goes a long way in instigating quality work. At the workplace, it is imperative for the management to introduce an increased and effective mode of cooperation between the men and women workers. One way of looking at it is by creating a better awareness of gender differences, building different leadership styles and flexible work/career patterns. Both men and women can use a variety of flexible work options to support family and personal needs, allowing them to achieve the goal of work/life balance, contributing to greater productivity. There are many number of business tactics, that can be employed to bring about operational changes to manage talent most effectively. Some tactics, most noticeable among them are: Identifying role models and establishing mentoring programmes Eliminating all bias-based company policies and procedures Providing equal opportunities, training and development for all Conducting workshops for employees to impress upon them the importance of diversity and inclusiveness to increase performance and production Though the above initiatives may sound simple, there is more to it, than meets the eye. The exercise needs the wholehearted support and sustained effort by all employees to make it a success (David Pappie, p.103, 2006). Performance is the cornerstone to success and productivity. Performance comes about through the wholehearted and sincere effort of employees of an organisation. This is possible only if the employees are kept happy and cared for. Strategies that favour employee retention, elicit competitive bonus schemes, and creates healthy work environment are pre-requisites for employee performance, culminating in higher production. A company's best asset is its people, so there is a good reason why the company needs to do what is right for them. A point of contention to performance and productivity is the way one works; the ability to work remotely, where enterprise convergence gains momentum. Organisations and structures have become more fluid. Mobility not just of the people involved, but their virtual working environment has become synonymous for productivity. For business bosses and their employees, a converged environment makes work location and distance irrelevant. The impetus to work for the benefit of the organisation must come from within the individuals concerned. Just as a students finds his/her studies important and strive for excellence, employees must find the inclination to work from within their heart. This can come about with the sustained effort of the management to bring changes that enliven the workplace (Tanuja Randery, p.107, 2006). Fostering a healthy workplace can substantially increase productivity and decrease absenteeism says Dr.Les Mathers, of Carle Clinic. A little care by the employer to his/her employees can create a work environment that encourages employees to stay healthy, thereby keeping the company running smoothly. Health has a direct bearing on the way an employee works. Despite his or her best effort to work hard, an employee who suffers from an unhealthy lifestyle may find difficulty in concentrating, can make unintentional mistakes that can harm the organisation, feel stressed and exhausted and skip work periodically. at its best. And even if your employees are dedicated to doing their jobs well, an unhealthy lifestyle can make performance at work decline. Poor health can cause employees to have difficulty focusing, make more mistakes, feel stressed, or miss work An article published in the American Journal of Health Promotion in 2003, saw industry experts discuss the effect of obesity on employees and employer. The report claimed that obesity alone caused U.S. business houses a whopping $12.7 billion in healthcare, sick leave and life and disability insurance (Dr. Les Mathers, 2006). Finally, encouraging the use of Employee Assistance Program (EAP) can go a long way in giving an employee a supportive, confidential setting to discuss his or her physical and mental health. Periodical illness to an employee(s) can damage production, leading to setbacks. Thus it is imperative that business houses, managers in particular, take extra effort to see that their employees are free of health hazards. An employee could qualify under the Americans and Disabilities Act (ADA), wherein he or she would need 'reasonable accommodation' to assist in performing their work. It is in circumstances such as these that EAP is helpful. Always consider the welfare of the employee. Ask the employee what he needs to perform his/her job satisfactorily (The Frontline Supervisor, 2006). EAP is a safe haven for employees to express their frustrations about their role in the organisation and their opinion and how it should be. EAP helps develop a better understanding of how their beliefs and/or behaviours sabotage performance and work effectiveness. The concept of EAP arrests negative thoughts in an employee, who is taught the nuance of cooperation and team-oriented attitude (The Frontline Supervisor, 2006). 2.0 Overview In the broader spectrum of the life cycle of an employee, they go through three stages of the cycle before culminating in retirement. These are, the hire stage, the inspiration stage, the admiration stage, and finally, the retirement stage. The first three stages are of immense importance to the employer. A company will always seek the service of an able and hardworking person to improve production or sales. In order to do this, they go through the process of identifying the right people for the job. Once hired, the employer looks at inspiring the employee to work harder for higher production and revenue. Once this is achieved, the employer rewards the employee for his devotion to duty and record production. This is the third part of the life cycle. Retirement is a sad end to a great career with the organisation. The company does not have much of a share in an employee's retirement, except to see that the employee is again rewarded for his tireless devotion to duty while in service. Pension benefits and rewards go a long way to acknowledging the management's attitude towards the retiring employee. Human Resources professionals focus their attention on these four steps in the hope of making an impact on the company's bottom line. Their goal is to reduce the company's cost per employee hired. But, the people who really count are not the HR professionals; it's the managers. It is the manager's job to motivate, persuade, and dictate terms to the employees to make them work for the organisation. People don't work for their company; they work for their boss. A good manager can keep his employees happy, and at the same time, reduce costs associated with employee turnover. Hire: Hiring an employee is perhaps the most difficult and important part of an employer. A potential employee always projects him/herself as the most suitable candidate for that post. The credentials could be flattery, yet it is with due consideration that HR personnel have to select the candidate(s). It is important to hire the best people in the business for the progress of an organisation. A costly lapse or mistake can be irreparable. Remember, the cost of replacing a bad hire far exceeds the marginal additional cost of hiring the best. There are a few points that a selection panel can ponder on: 1. Hire talent, not just trainable skills. Skills can be taught to a talented person, but talent cannot be taught to a skilled one. 2. Improve interviewing skills. Know your job is to recruit the best, so be the best to select the best. 3. Project a positive company outlook. Company culture can be a powerful recruiting tool. Make sure to reflect the company objectives and goals. Inspire: Once the selected members join the workforce, the real test of character begins. This is when the managers take over to promote and inspire confidence among the working group. As managers, they need to place great faith in the available workforce and inspire them to perform. Motivation is the key here to performance. Managers can use any technique that instigates oneness and selflessness. Pay rise, bonuses, benefits, promotions, and so on are some tactics that managers employ to get work done. The idea is to make the team aware of the management goals and work to achieve that. Managers need to be leaders, not managers. They need to set an example for the others to follow. This way, employees will feel being a part of the company's growth and success. With growth come bonuses, and incentives. Admire: With success comes admiration. No management likes to part ways with a winning team. This is the time when retention policy is at its peak. In recognition of their toil and selfless attitude to the success of the business, managers must not fail to recognise this. The talented hired group that was challenged and motivated to perform to management expectations, should never be ignored. Appreciations, warm friendly gestures, a one-family attitude, and appropriate awards will make the employees feel attached and friendly. This is what is expected of managers. Retire: This is a time for introspection. A time to ponder those years in the company, contributing one's personal might to the success of it. Most employers find it hard to say goodbye, but in appreciation of the sincere and hard work, shower them with pension benefits and other incentive schemes. The retiring employees see themselves a part of the company, and refer close relatives or friends who they see worthy of working for their company. This way, the company attracts and retains second and even third generation employees. The end result; the company would have had some of the most creative, productive, yet lowest employee costs in your market (About.com, John Reh. F, 2007) 3.0 Literature Review In earlier times pay was influenced by tradition and government policy. Writers were critical of these practices and wanted to bring about a change that supported pay structures based on performance. McBeath1 in 'Salary Administration' stresses the fact that many large organisations operated on a no salary policy or plan for productivity on performance. The high turnover was not awarded by the management, leading to poor productivity and low morale. Smith (1982)2 supported the view of McBeath by saying that the technical, political and economic developments have outmoded developments in employee recognition. This has changed over the decade and there is a clear demarcation for pay on performance. According to the invitation to an Industrial Relations Services Conference: 'Pay has undergone a revolution . Increasing competition, globalisation, skill shortages and the new technologies have imminently brought together a move of identifying pay from a peripheral role to centre stage in influencing and achieving corporate objectives . Pay is an agent of change'. Ed Lawler (1994)3 was among the first to champion the concept of reward for performance, integrating company strategy, pay systems and employee behaviours for higher productivity. The reward system is an important means of communicating and reinforcing organisational business goals, not just because it represented an important factor in regulating important organisational policies, but because reward systems could motivate employees to pursue and achieve higher goals (Duncan Brown, p.1-2, 2001). Having the right sort of rewards will help the workforce to make the right decision in support of orgainsational goals. The above rule is conspicuous among the European companies according to Towers Perrin4. A survey to substantiate this point shows that the most significant goal driven pay and reward changes are to: 1. Improve employees' focus on achieving business goals (81 per cent) 2. Broaden/improve employees' competencies/skills (68 per cent) 3. Focus employees on customer needs (54 per cent) 4. Create competitive advantage through the workforce (51 per cent0 5. Reinforce corporate values (40 per cent) (Duncan Brown, p.4, 2001). Pay is a primary source for motivating the workforce to perform. However, there could also be certain other rewards offered for exceeding targets or quality. Rewards are stand-alones, in the sense that, rewards are given in recognition of individual and team work. To do so, there are two fundamental areas that need to be identified here: 1. Specific identification of the organisation's long-term goals, performance objectives and measures of the organisation. 2. Defining practically what the organisation needs to be good at and what capabilities are required to achieve this goal (Duncan Brown, p.30, 2001). For Banks to achieve a strong financial performance; critical to their success, they need to motivate their staff to perform exceptionally well. In order to achieve this, pay specialists knew that any pay arrangement put forth could not incur additional cost to the Bank, but had to address the issue of getting more out of each employee. The pay team also realized that the Executive Committee was very 'risk averse'. This put additional pressure on the pay team to device a system that was thoroughly assessed, the implications probed, and changes recommended which would be sure to be a success. The Executive Committee was a hard nut to break; they would do nothing that would risk upsetting the favourable opinions of shareholders and city analysts. The pay team knew that any pay scheme would have to be easy to explain and easy to operate from a manager's perspective. This was so, because thousands of employees would need to understand what was happening to their pay arrangements, and managers had to launch any new initiative. Special attention had to be paid to communicate these changes throughout the Bank's extensive network. The pay team's strategy was to reward good performance through basic pay increases; producing a more flexible pay response to performance. This strategy would encourage and reward good performance and provide clearer criteria for progression through the job family structure. The job family structure and role defined what was needed to achieve this reward in terms of skills and competency. The pay team wanted to ensure that salary rates were competitive to other markets so that they could reward employees fairly in relation to similar work performed in other financial services organisations. The pay team evaluated the new role descriptions under the existing evaluation scheme to ensure that the job family structure had assessed the value of the roles created on a consistent and fair basis within the Bank. They then created a broad pay band structure against the family structure. The roles were evaluated against existing job evaluation schemes and compared to similar positions and jobs in the retail financial services sector. This ensured that the pay ranges were competitive in the market place (John Stredwick, p.167-169, 1997). Pay and rewards are good practices by managers to improve employee performance and increase productivity. The welfare of the employees is also another aspect of healthy factor in motivating personnel to perform. Many employees with their increasingly frenetic lifestyles are looking for greater flexibility in their roles and the organisation of their working lives. Offering flexible working hours for both men and women is a great idea in this direction. It is estimated that seventy per cent of companies, of which ninety per cent in the public sector, have begun schemes to support their staff balance their work at home and office. This reduces unnecessary burden on their shoulder leading to lack of interest and below par performance at work. Ask anyone who works in a call centre how important the physical environment and operating style in their company are and they would say very important. An intense work environment is the primary cause of staff turnover according to a recent IDS research (2000)5. Seventy-two per cent of international companies are making improvements to their selection, career planning and repatriation policies, while 41 per cent are introducing improved cultural preparation and spouse support programmes (Duncan Brown, p.118, 2001). 4.0 The World of Business Knowledge generation and transfer is an essential part of a firms' sustainable competitive advantage; in other words, training for better productivity. But for this, employees need to be motivated. We have seen a few strategies being employed by various industries to improve employee performance. Which organisational form is most conducive to knowledge generation and transfer The most obvious choices were to introduce market elements and prices through profit centers, spin-offs, or holdings (Margit Osterloh and Bruno S. Frey, p.3, 2000). Motivation is a tool used to catch the imagination and retention of the labor force of an organisation. Motivation is a set of dependent/independent variables in a relationship that explain the direction, amplitude, and persistence of an individual's behaviour, in relation to aptitude, skill, understanding and constraints operating in the environment (Campbell & Pritchard, 1976). Motivation can affect the yield or output of businesses and concerns, both quantity and quality. Business houses rely heavily on the competence and efficiency of the production staff to ensure that products are manufactured in line with company goals. If employees lack the motivation to manufacture products to meet demand, then problems set in. Employees are the greatest asset of an organisation, and no amount of knowledge, technology and equipment can match the effectiveness and efficiency of a team (Term Paper on Motivation in the Workplace, www.termpapergenie.com). A Brazilian company, Semco, has a large proportion of blue collar workers. The company gives their workers an unusually large degree of freedom and responsibility, which includes, planning their production, set their own work hours, and selects sites and designs for the factories they work in. The result is phenomenal. The results show very high profits, the workers develop and implement their own ideas in new products or improving existing processes, and annual employee turnover hovers around 1%. What more could the management have asked for from their workers (Alexander Kjerulf, 2007). This goes to show that blue collar workers shouldn't be treated as mere wage slaves; they can be motivated and happy at work, leading to higher productivity, more innovation, higher quality and better worker relations. People are business's most important asset wrote Dave Gartenberg, in 'Destination Workplace. This is a universally accepted fact among business leaders. It is people who innovate, it is the same employees who develop business relationships, it is also the same employees who market, service and find new ways to improve efficiency and productivity. In a world where intangible constitute more than three-quarters of the total market value, where the talent pool is shrinking, and the attitudes to work and the work/life balance changes, any company with an inferior workforce is a misfit and will be consumed by competition. In the context of such professionalism, it's but imperative that a company's HR and infrastructure gear up to attract, develop and retain the very best people in the business. These calls for two primary ingredients: 1. Provision of tools and policies that ensure that the best of talent is available in exchange for a rewarding career 2. Ensure that HR transforms itself from an internal police force into a dynamic, value-adding department Increasingly, technology plays a critical role in our working lives. Along with this is the fact that the people have the creative power to innovate and bring better productivity and efficiency. With the right information at their fingertips, they can take more progressive decisions, much to the delight of the organisation. Decisions related to better services, and better product features lifts the company's stake in the market. This leads to a win-win situation between the organisation and the employee (Dave Gartenberg, p.101, 2006)6. According to John Paul Macduffie, innovative HR practices affect performance not individually but as a group. These 'HR bundles' as the group is referred to as, contribute considerably to assembly plant productivity and quality when they are integrated with manufacturing policies under a flexible production system. Analysis showed that flexible production plants with team-based work systems, good HR practices (such as contingent compensation and extensive training), and low inventory and repair buffers outperformed mass production plants (John Paul Macduffie, 1995, JSTOR). Benchmarking is linked to improved operational practices; increased understanding of competitive positioning, and the learning organization process. Voss, hlstrm, and Blackmon suggests that benchmarking, indeed contributes to improved operational performance, first through improving a firm's understanding of its competitive position and its strengths and weaknesses, and second through a systematic process for effecting change (Christopher A. Voss, Pr hlstrm, Kate Blackmon, 1997). When positive labour-oriented management practices were employed, there was a significant improvement in economic performance. A longitudinal study on a mill that instituted high commitment work practices, such as, training, reduction in job classification, employment security, increase in wage and compensation packages resulted in reduced labour costs, production increase, and profitability soared. Differences in HR practices led to large differences in performance (Jeffrey Pfeffer, p.59, Conclusion, 1998). 'In the field of psychology, research areas often develop in relative isolation'. Research on intrinsic motivation found that external rewards undermined intrinsic motivation7. Deci and Ryan (1985) proposed a cognitive evaluation theory, wherein, whenever an activity is perceived as externally controlled, intrinsic motivation will be negatively affected. External performance evaluation was controlled and this would undermine interest in activities. However, positive feedback could enhance the intrinsic motivation to the extent that it increased competence (Stephen G Harkins, p.78, Ch.4, 2001)8. "The regulation of motivation by goal setting is a remarkably robust phenomenon. Converging lines of evidence from laboratory and field studies involving heterogeneous task domains reveal goal effects to be highly reproducible and of substantial magnitude, wrote Albert Bandura, in Locke and Latham's 'A Theory of Goal Setting and Task Performance'(1990)9. Many employees are scared to accept the fact that they are unable to perform a particular task. They find it very difficult to say 'I can't do it', or 'I'm not sure I can do it', out of fear. Managers find this quite a problem to handle as it could have severe repercussion on production. This calls for strategic thinking and execution of plans to bring out the best from their employees. Effort-performance problems can be overcome by skill building measures. These include, training and working simultaneously, combining the work experience with coaching, and finally, combing training, work, and work experience together (Thad B. Green, p.55, Ch.3, 1992)10. Effective communication is the borderline to a good relationship between company managers and their employees. It is also an essential tool in relation to training. H.M Carlisle's definition on organisational communication states that, it is the use of systems to convey information to large number of people within and outside an organisation. Interpersonal communication, as the name suggests, is the communication between individuals to share and understand information. According to H.W Greenbaum, organisational communication has four objectives: Regulation: Regulate employees conform to organisational instructions and requirements. Innovation: Promote changes to improve performance and production Integration: Develop an identity among the workforce and raise morale Information: Pass on information for the better performance of organisational tasks. (Richard Barrett, p.64, 2003). Managers often express their desire to 'light a fire' under someone not performing well. This is not the solution to under-performance. This jibe will only serve to move those people just far enough to get away from heat. In other words, such an attempt by managers will only worsen the situation to the extent that the 'liabilities' will only shun work further. On the contrary, should the managers build the fire within the people concerned, the company will profit from optimum performance. Motivation to subscribe to the purpose, have confidence in their organisation, and a positive thinking that their effort is worthwhile, is what managers need to inculcate (Gary English, p.33-34, 2004)11.Positive feedbacks will guide their efforts, helping their performance become more effective and efficient. Retaining good people by offering more money, higher perks and performance incentives, and other benefits is becoming more and more difficult these days. By 2008 there will be an estimated 161 million jobs for 155 million workers. It's no secret that employees stay in their job because of their managers. Aon Consulting in United States @Work Study 2000 stated that 'Management's ability to create a 'sense of pride and spirit' in an organisation is the most effective way to recruit, retrain, and motivate a high-performance workforce. 'The length of an employee's stay in an organisation is largely determined by his relationship with his/her immediate supervisor', concluded the Gallup study, of the Gallup Organisation, New Jersey (Barbara A. Glanz, p.2, 2002). Energising people for performance elevates production significantly; to the point that many employees go well beyond their leaders' expectations, individual accountability, financial results and short-term market objectives. The most noticeable difference between a high-performance workforce and an average workforce is their level of energy and emotional commitment. These qualities are inhibited in all individuals; it's the way managers bring out these qualities in their employees that matter. If this energy is not properly channelised, it could lead to confusion, causing undue damage to the organisation (Jon R.Katzenbach, p.15-17, 2000). Job enrichment is another means of getting employees to perform tasks efficiently. And just how is this achieved It's another way of motivating the workforce. Imagine employees performing the same routine day in and day out. So monotonous does the job become that workers find their work dull and boring. To overcome such a situation, the management can manipulate the work scenario by rotating the work among the employees to make it interesting, challenging and complex. The urge to know more and perform different tasks will only get them to work. The motivation elucidates workers: 1. The chance to test themselves and use their full range of ability 2. To obtain a greater sense of achievement and possibly more praise or recognition of their work when they have successfully completed a tougher task 3. Respond better as managers have shown trust in the fact that they possess the ability to handle the increasing complexity and pressures of the work. However, managers must be careful to identify what appropriate task is suitable for a worker and whether all workers can be accommodated on a rotational basis to handle complex works, otherwise, irreparable damage may occur (tutor2u, 2006). Maslow is of the opinion that people have five levels of needs. The basic need is survival, which is to have enough money to buy food, shelter and clothing. The second level is security, job security. The third level is social, followed by status. The pinnacle of it all is the level of self-actualisation. We see that for an individual to go from one level to another, he/she needs to be motivated. Unless there is sufficient motivation, one would remain content with the basic level. Motivation is of two kinds: Financial method: includes, bonus, commission, profit sharing and piece sharing. Non-Financial Methods: includes, Job rotation, job sharing, team work, status, consultation, quality circles, and fringe benefits Maslow, 2001). John Correll, in Motivation-building says that whenever a person(s) face a choice between two endeavours, such as, desired performance versus undesired performance, the person will always choose a course that offers greater reward. So how does one get to motivate employees to pursue undesired performance Increase the net reward of desired performance, as employees perceive it, which can be called the downside. The Upside is the desired performance an employee will cherish to do, whereas, downside is what he/she dislikes. In order to get employees to perform downsides, incentives and bonuses and rewards can be offered. This is how motivation works Virtually every performance carries both an upside and a downside. So, associated with every endeavour or performance is a formula, called the Net Reward Formula, and represented as: Upside - Downside = Net Reward (John Correll, 2004). 5.0 Conclusion Production is dependent on performance. Workers are the assets of an organisation. It is within the manager's jurisdiction to identify problems that hamper production. If employees are happy, they perform exceptionally well for the growth of the organisation. Decades ago, company's never felt the need to reward or recognise their workforce for their hard work, leading to periodic absenteeism and lack of interest. Decades later, the trend has changed and companies have recognized the importance of acknowledging and at the same time rewarding their staff for their dedication and sincerity. Higher pay structures, flexible working hours, motivational activities, and bonuses are part of a company's strategy to stay competitive and grow. Work should be seen as enjoyable. No one likes to work in a stress-filled atmosphere. The idea to generate interest among groups to perform systematically; giving them the freedom to innovate and develop their own working style will help improve production. We saw that an organisation's HR department has the primary duty of identifying promising and talented individuals for their work shop. Once they are selected, the managers come into the equation of motivating, and innovating. Understanding the needs of the workers is of utmost importance. Once workers see a shift in organisational policies towards them, they will return the favour and work tirelessly to the advantage of their company. 6.0 References 1.0 Denkena, B; Apitz, R; Liedtke, C, CSA, Illumina, Benchmarking: an International Journal, Vol.13, N.1/2, csa.com 2.0 David Pappie, Women in Business, The Long Haul to Parity, Management Today, 2006, Journal. 3.0 Tanuja Randery, Convergence, A New Way of Working, Management Today, 2006, Journal. 4.0 Dr. Les Mathers, Pantagraph.com, Occupational Medicine: Making Wellness a Priority, www.pantagraph.com/articles/2007/01/16/money/b2b/doc4586c86ad6bda868290791.txt 5.0 The Frontline Supervisor, Helping You Manage Your Company's Most Valuable Resource-Employees, State Employee Assistance Program, 2006, http://www.etsu.edu/humanres/EAP/FrontLineSupervisor/fls-0106.pdf 6.0 About.com, John Reh. F, About: Management, Employee Motivation, Hire, Inspire, Admire, Retire, management.about.com/od/employeemotivation/Employee_Motivation.htm 7.0 Duncan Brown, Reward Strategies from intent to impact, Chapter 1, Reward strategies-essential or ineffectual Cipd 2001 8.0 John Stredwick, Case Study 13, Performance-related Pay in Action at Barland Bank, Sarah Kelly, Cases in Reward Management, 1997Kogan Page Limited 9.0 Margit Osterloh and Bruno S. Frey, Motivation, Knowledge Transfer, and http://www.iew.unizh.ch/study/courses/ws0304/318/downloads/OrgScience.pdf Organizational Forms, Organization Science, Vol. 11, No.5, p.538-550, Journal 10.0 Term Paper on Motivation in the Workplace, www.termpapergenie.com/Motivationinthe.html 11.0 Alexander Kjerulf, Ask the CHO: Motivation for Production Workers http://www.positivesharing.com/2007/01/ask-the-cho-motivation-for-production-workers/ 12.0 Dave Gartenberg, Talent Management, Destination Workplace, Management Today, Journal, 2006 13.0 John Paul Macduffie, Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry, Industrial and Labor Relations Review, Vol. 48, No. 2 (Jan., 1995), pp. 197-221, Cornell University, School of Industrial and Labor Relations, JSTOR, Journal 14.0 Christopher A. Voss, Pr hlstrm, Kate Blackmon, Benchmarking and operational performance: some empirical results, Benchmarking: An International Journal, Volume: 4 Issue: 4 Page: 273 - 285, MCB UP Ltd, emeralsinsight.com 15.0 Jeffrey Pfeffer, The Human Equation: building profits by putting people first, Published 1998, Harvard Business School Press 16.0 Stephen G. Harkins, Multiple Perspectives on the Effect of Evaluation of Performance: Toward an Integration 17.0 Thad B. Green, Performance and Motivation Strategies for Today's Workforce: A Guide to Expectancy Theory, Praeger/Greenwood, 1992 18.0 Richard Barrett, Vocational Business Training, Developing, and Motivating People, Nelson Thornes, 2003 19.0 Gary C. English, HRD Products, Managing Information and Human Performance: Strategies and Methods for Knowing Your Workforce and Organization, 2004 20.0 Barbara A. Glanz, Handle with Care: Motivating and retaining Employees, McGraw-Hill Professional, 2002 21.0 Jon R.Katzenbach, Peak Performance: aligning the hearts and minds of your employees. [Anmeldelse], Harvard Business School, 2000 22.0 tutor2u, Motivating Employees-non financial rewards, www.tutor2u.net/business/gcse/people_motivation_non_financial_rewards.htm 23.0 Maslow, Motivation, www.hoddersamplepages.co.uk/pdfs/cceabus4.pdf 24.0 John Correll, Motivation Building-Motivating Greater Employee & Team, Correll Consulting, LLC 2004, www.correllconcepts.com/Motivation-creator/starting_motivation.htm Read More