Paul J. Champagne

Evaluating Pay-for-Performance Systems: Critical Issues for Implementation

Most organizations use a merit pay or pay-for-performance system (PFP) to improve employee performance. Despite its popularity, a PFP system can be difficult to implement. Success depends on several issues. These include adequate funding, suitable job characteristics, and appropriate performance feedback. Moreover, even under the best circumstances, PFP systems may cause unintended consequences such as dysfunctional behavior, unethical conduct and even employment discrimination. Still, when the critical issues for proper implementation are appropriately addressed, a PFP system is and should continue to be a successful management tool to enhance employee performance in the workplace.

Performance Management: A STRATEGY FOR IMPROVING EMPLOYEE PERFORMANCE AND PRODUCTIVITY

Examines performance management, a strategy for improving employee performance and productivity. This approach involves three components: performance planning, performance management, and performance appraisal. Describes how several different firms have implemented this approach. Also outlines four elements for successfully implementing a performance management system.

Preventing workplace harassment: an organizational change perspective

Illegal workplace harassment has become an increasingly significant issue. While most articles have focused on the legal and/or practical steps necessary for employers to avoid litigation, a neglected issue is how to prevent illegal harassment more effectively. Describes an organization change approach to developing an environment of mutual respect. When harassment prevention is examined from this perspective, the critical issues involve how to increase awareness about harassment, how to incorporate employee input and involvement in the change process, and how to develop employee responsibility for maintaining a harassment‐free work environment. Recommendations encourage managers to change the way they approach the problem of harassment.

Balancing Civil Rights With Safety at Work: Workplace Violence and the ADA

Workplace violence has become an increasingly common occurrence in recent years. During the years 1992–1996, there were over 5,000 job-related homicides in the United States, and in 1996 alone there were 1,364 nonfatal assaults committed by coworkers or former coworkers. Although it would be both inaccurate and inappropriate to suggest that these acts have generally been committed by persons suffering from severe emotional and mental disorders, this is clearly one of the possible explanations. In light of these facts and given the recent Equal Employment Opportunity Commissions Guidance on the Americans with Disabilities Act and Psychiatric Disabilities, the obligations and prerogatives of employers in terms of hiring and posthiring actions need to be discussed. This paper examines the legal issues, the EEOCs Guidance, and offers specific suggestions for developing an effective hiring process, as well as methods to use when dealing with current employees who pose a threat of violence because of mental and emotional disorders.