My protest led to the introduction of output measures for all professional and managerial staff – and resulted in significant increases in productivity. In addition an easy to administer incentive scheme was introduced.
What needs to be recognised is that by measuring outputs the constant monitoring of staff activities falls away. It may well be that the person on the staff who cruises in at 10am and pushes off at 3pm may well be more productive than people that arrive at 7am (and stuff around until the bosses show up) and leave at 6pm.
Of course not all jobs lend themselves to having their output measured.
Some people just have to be there at the specified times. For example switchboard operators. For these types of jobs qualitative measures are necessary. Occasional calls by managers to their own companies could gauge friendliness, helpfulness, and knowledge of the organisation. I often wonder how many CEOs call their switchboards from outside rather than their PAs direct line – some of them would be shocked if they did. Technology does make some measures possible. The time taken to answer calls can be measured – as can the number of call that are dropped because people get tired of holding on.
People that can work towards measurable goals require less supervision – and those that do not like doing this will soon leave.
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