An additional aspect is lack of bench mark systems for appraisal of performance. The resultant organizational environment can be suspicion ridden and full of unhealthy and politicized competition with generous measures of back biting. Result would be, sooner than later, performance would suffer or would be limited to those who survive such intensely competitive environment. Thus a high performance incentive system has to be more than skin deep. It has to address root problems and issues. A properly defined and implemented performance pay system would include: (1) performance incentives designed at the organizational, team and individual levels; (2) clear indications that incentives are solely and meaningfully linked to the performance with further qualifications that incentives are results-oriented, customer-oriented, realistic, and subject to such measures that link them to various dimensions of performance; (3) robust feedback from managers and employees on the equity, adequacy, and effectiveness of the agency's performance incentives system and periodic revision of such systems based on such feedback ; (4) benchmarking against same industry-line high-performance organizations (Kim,2002).A meaningful high performance culture would require that the organization remolds its habits, hearts and minds." Tools for changing habits are meeting the customers, walking in the customer's shoes, job rotation, internships and externships, cross-walking and cross-talking, institutional sponsors, contests, large-scale real-time strategic planning, workouts (group exercises in barrier-free climates), hands-on organizational experiences, and redesigning work. Tools for touching hearts are utilization of new symbols, new stories, celebrating success, honoring failure, rituals, investing in the workplace, redesigning the workplace, investing in employees, and bonding events. Tools for winning minds are benchmarking performance, site visits, learning groups, creating a sense of mission, building shared vision, articulating organizational values, beliefs, and principles, using new language, in-house schoolhouses, and orienting new members. ... Such a high-performance organization would nurture a work environment that contributes to continuous learning, improvement, and mission accomplishment that provides both accountability and fairness for all employees (Kim, 2002).
Who benefits from Training
"You are also aware that, in both public and private sectors, there are a growing number of examples of how a better trained workforce correlates with reduced costs, increased profitability, improved services, and increased customer satisfaction. No major, successful corporation fails to invest significantly in its people - the most important resource........ Effective training can help provide the employees with the skills they need while addressing other human resource problems such as turnover. The key is to plan your training