Deming Institute

FEBRUARY 23, 2017

As David illustrates this tactic over and over results in people distorting the data and distorting the system under pressure to avoid punishment and get rewards. David included a clip from one of my favorite shows, Utopia (called Dreamland in USA) with a vivid example of a performance appraisal experience.

System 31

System Motivation Deming Conference 31

Harvard Business Review

MARCH 24, 2017

The onus for ethical behavior falls first to the employee. Here are five questions to ask: Do your company’s incentives match its policies? Most companies talk a good ethics game and even make their goals public. But it is the employee incentives that really matter. billion in inflated profits.

Ethics 8

Ethics Company Incentives Policies 8

Strategy Driven

NOVEMBER 6, 2015

Incentives-rewards-bonus plan is annually updated, with realistic, measurable goals. The organization maintains and lives by an ethics statement. Top management has as a priority the need to develop and practice People development, skills and team building responsibilities. Maintains active crisis preparedness and prevention program.

Succession 50

Succession Strategic Planning Budgeting Goal 50

Strategy Driven

FEBRUARY 6, 2015

In order to complete the chain, organizations must insist that suppliers, professional services counselors and vendors show demonstrated quality programs, as well as ethics statements. Educational and incentive programs should be implemented. During tough economic times, investment in a quality program is not costly.

Quality 50

Quality Metrics Strategic Planning TQM 50

Harvard Business Review

JANUARY 26, 2017

While protection and rewards may encourage more employees to come forward, firms may be able to counter these incentives by making it beneficial for employees to keep quiet. In a study recently published in The Journal of Accounting and Economics, we examined whether firms use financial incentives to discourage whistleblowing.

Commitment 8

Commitment Sample Incentives Benchmarking 8

Harvard Business Review

SEPTEMBER 16, 2016

Most, however, require some external motivation to go above and beyond their jobs, which often falls under the category of “soft coercion” — pressure that is conveyed in a manager’s tone with employees, and in the cultural influences and incentives that he or she uses to promote positive discretionary behaviors at work.

Licensing 8

Licensing Morale Motivation Hedge 8

Harvard Business Review

APRIL 11, 2016

Using emotion, spin, or relationships to influence others feels unfair, even if there is convincing research that shows they can be effectively applied strategically and ethically. And we cherry-pick the research that supports feel-good leadership tactics. I’m not arguing that we should be Machiavellian.

Politics 8

Politics Cialdini Open-book Career 8