دانلود رایگان مقاله لاتین چاشنی سری برای موفقیت سازمان از سایت الزویر
عنوان فارسی مقاله:
چاشنی سری برای موفقیت سازمان: مدیریت و تولید ایفاکننده ستاره
عنوان انگلیسی مقاله:
The secret sauce for organizational success: Managing and producing star performers
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بخشی از مقاله انگلیسی:
The second recommendation is to remove situational constraints that can unleash star performance. For example, if an individual is bogged down by paper work following a sale, the organization could consider providing an assistant to ease the workload and allow the salesperson to continue to be productive. It is in the best interest of the manager to find and eliminate situational constraints that stand in the way of individual productivity. However, in most situations, it would be impossible to eliminate all of the situational constraints for all individuals. For instance, it would not be a feasible solution to hire an assistant for every individual in the workplace to reduce the amount of paperwork that he or she needs to complete. Instead, managers are likely to see the greatest benefit if they are able to allocate their limited amount of resources to help star performers continue to produce at a high level–—or even higher. In addition to removing situational constraintsthat may be hindering individual performance, managers should also consider how to form and manage teams. This is especially important for managing stars, as they rely heavily on their networks to help them perform. Consider the case of Abby Wambach, a U.S.A. National Team soccer player who holds the world record for most international goals for both female and male athletes. She eloquently said: ‘‘I’ve never scored a Table 1 Summary of Practices that can be Implemented to Manage and Produce Star Performers. Practices Implementation Guidelines 1. Transparency and Fairness in Policies Be open and fair about policies and procedures Provide everyone the opportunity to become a star performer 2. Structure of Work Remove situational constraints that impede performance Allow stars to rotate through teams rather than staying on a single team Manage the developmental network of individuals both inside and outside of work 3. Training and Development Provide training focused on improving performance of stars even further Identify and train individuals whose performance is central to the strategic goals of the organization Use stars as a source of mentoring and coaching to help others become stars 4. Employment Decisions Hire individuals based on performance in addition to ‘‘fit’’ Focus on retaining individuals who hold strategically important positions in downsizing decisions instead of cutting equally across all departments Signal the importance of star performance even in times of organizational duress 5. Compensation Compensate individuals based on performance, not longevity or other non performance related factors Pay dispersion should not be seen as something negative as long as heterogeneity in compensation exists based on fair, transparent, and performance-based procedures Shift the focus from rewarding what has been done in the past to a system that is also present- and forward-looking Offer creative solutions to meet individual needs, such as through the use of I-Deals 164 H. Aguinis, K.J. Bradley goal without getting a pass from someone else.’’ Accordingly, managers should leverage their star performers in team settings. This can be accomplished by allowing star performers to rotate in and out of teams instead of keeping them locked down in one specific team. Several benefits result from this practice. First, as stars rotate through teams, they will be able to have an impact on several other individuals. For instance, by having a star on a team, the performance norms and expectations for the whole team will increase as well. Through the influence that a star brings to the team, the other members will be expected to also perform at a higher level. This can help to ‘‘clone’’star behavior throughout teams in the organization. In addition to positively influencing others, allowing stars to rotate through teams can also impact a star’s commitment to the organization. Rotating stars through teams can help them build an internal network with other members across the organization. Subsequently, this network becomes a way in which the star can become more embedded within the organization, as networks generally are not mobile across organizations. By rotating stars through teams, managers can further embed the star within the organization
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کلمات کلیدی:
3 Simple Ways to Manage Your Star Performers Effectively | | The HR ... www.thehrobserver.com/3-simple-ways-to-manage-your-star-performers-effectively/ May 26, 2015 - Star performers should not feel like they can get away with mistakes just because they have been producing exceptional results so far. Producing and Managing Star Employees | IAVM www.iavm.org/producing-and-managing-star-employees Nov 12, 2015 - To manage and produce star performers, Aguinis and Bradley offer several recommendations below (from an Indiana University news release). Managing the star performer | HRZone www.hrzone.com/perform/people/managing-the-star-performer Oct 21, 2008 - "A real star regularly produces outstanding results in several ... "Make sure that in your efforts to manage the star performers, you don't neglect ... The secret sauce for organizational success: Managing and producing ... connection.ebscohost.com/.../secret-sauce-organizational-success-managing-producin... The secret sauce for organizational success: Managing and producing star performers. AUTHOR(S). Aguinis, Herman; Bradley, Kyle J. PUB. DATE. July 2015. When Your Star Performer Can't Manage - Harvard Business Review https://hbr.org/1997/07/when-your-star-performer-cant-manage The main character was a manager named John Pine who kept talking about ... griped that Carver wasn't setting clear goals or making his expectations clear.
