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EHPS 653: High Performance Work Systems Report a Broken Link

This course places the study of high performance work cultures and systems in the context of the changing world of work, and is designed to assist you, as a manager of a work organization, in developing the skills and knowledge necessary to assess the appropriateness of current or proposed performance management systems and processes. You will examine the challenges of defining, measuring, and rewarding the performance of both individuals and teams, as well as the merits and limitations of non-monetary rewards. A case study builds on the examination of competency-based performance management and reward, while relevant readings provide a full range of perspectives on the issues of definition, measurement, participation and communication, base and incentive reward linkages, flexibility and responsiveness to change, and determination of efficacy or effectiveness. The course concludes with a discussion of the challenges in managing and leading in a high performance culture.

Theme 1

Required Readings
Reading 1: Johnson, B. (1992). Chapter 1: Teamwork is not a solution. In Polarity management: Identifying and managing unsolvable problems (pp. 3-17). Amherst, MA: HRD Press.
Reading 2: Kim, W. C., & Maubourgne, R. (2003, Jan). Fair Process: Managing in the knowledge economy. Harvard Business Review, 81(1), 127-136.
Reading 3: Drucker, P. (2001, Nov 3). The next society. The Economist, 361(8246), 3-5.
Reading 4: Malone, T. W., Morton, M. S. S., Halperin, R. R. (1996, Jul/Aug). Organizing for the 21st century. Strategy & Leadership, 24(4), 6-10.
Read pages 7 and 8.
Reading 5: Hall, D. T., & Moss, J. E. (1998, Winter). The new protean career contract: Helping organizations and employees adapt. Organizational Dynamics, 26(3), 22-37.

Please focus on the general concepts, arguments and recommendations, which are still very applicable to the present day situation, and just skim through the organizational examples that are a little dated.
Reading 6: Ingham, J. (2006, Mar/Apr). Closing the talent management gap. Strategic HR Review, 5(3), 20-23.
Supplementary Readings
Collins, J. C. (2001). Good to great: Why some companies make the leap . . . and others don't. New York, NY: HarperCollins.
Locke, C., Levine, R., Searls, D., & Weinberger, D. (2001). The cluetrain manifesto: The end of business as usual. Cambridge, MA: Perseus Books.
Wheatley, Margaret J., Kellner-Rogers, Myron. (1996, Jul/Aug). Self-organization: The irresistible future of organizing. Strategy and Leadership, 24(4), 18-24.
Greatplacetowork.com
Helpful in providing ideas for how to support high performance cultures in a variety of settings.

Theme 2

Required Readings/Assignments

Reading 7: Watson Wyatt Worldwide. (2002). Human capital index®: Human capital as a lead indicator of shareholder value. (Abstract) Retrieved January 25, 2007 from http://www.watsonwyatt.com/research/resrender.asp?id=W-488&page=1
Reading 8: de Waal, A. A. (2005, Sep 13-15). The characteristics of a high performance organization. Presented at the British Academy of Management Conference, Oxford, UK. Retrieved February 21, 2008 from http://www.andredewaal.eu/pdf2007/HPO-BSS2007.pdf
Reading 9: Bourne, M., Franco, M., Wilkes, J. (2003). Corporate performance management. Measuring business excellence, 7(13), 15-21.
Reading 10: Rucci, A. J., Kirn, S. P., & Quinn, R. T. (1998, Jan/Feb). The employee-customer-profit chain at Sears. Harvard Business Review, 76(1), 82-97.
Reading 11: Varma, A., Beatty, R. W., Schneier, C. E., & Ulrich, D. O. (1999). High performance work systems: Exciting discovery or passing fad? Human Resources Planning, 22(1), 26-37.
Reading 12: den Hartog, D., & Verburg, R. (2004). High performance work systems, organisational culture, and firm effectiveness. Human Resource Management Journal, 14(1), 55-78.
Reading 13: Kaplan, R. S., & Norton, D. P. (1996, Sep 1). Linking the balanced scorecard to strategy. California Management Review, 39(1), 53-79.
Reading 14: de Waal, A. A. (2003). The future of the balanced scorecard: An interview with Professor Dr. Robert S. Caplan. Measuring Business Excellence, 7(1), 30-35.
Supplementary Readings
Gubman, E. L. (1998). The talent solution: Aligning strategy and people to achieve extraordinary results. New York, NY: McGraw-Hill.
Kaplan, R. S., & Norton, D. P. (1996). The balanced score card: Translating strategy into action. Boston, MA: The President and Fellows of Harvard College.
This title is not currently available through AU Library. Please consult your local library.
Kaplan, R. S., & Norton, D. P. (2001). The strategy-focused organization: How balanced score card companies thrive in the new business environment. Boston, MA: Harvard Business School Publishing Corporation.
This title is not currently available through AU Library. Please consult your local library.
Kaplan, R. S., & Norton, D. P. (2006). Alignment: Using the balanced score card to create corporate synergies. Boston, MA: Harvard Business School Press.
This title is not currently available through AU Library. Please consult your local library.
Rummler, G. A., & Brache, A. P. (1990). Improving performance: How to manage the white space on the organization chart. San Francisco, CA: Jossey-Bass.
Note Chapter 3 in particular.

This title is not currently available through AU Library. Please consult your local library.
Shapiro, J. (n.d.). Building a High Performance Organization. Shapiro & Associates. Retrieved January 25, 2007 from http://www.ilead.com.au.

Theme 3

Required Readings/Assignments

Reading 15: Beer, M., Cannon, M.D., Baron, J.N., & Dailey, P.R. et al (2004, Spring). Promise and peril in implementing pay-for-performance. Human Resource Management, 43(1), 3-48.
Please note that the commentaries, which begin after page 20, are optional reading.
Reading 16: MacMillen, A. (2006, Aug 21). Creating performance-driven organizations: A conversation with Mark Stiffler. Retrieved January 25, 2007 from www.hr.com.
Reading 17: Schuster, J. (2006, Sep 18). Eight tips for performance management success. Retrieved January 25, 2007 from www.hr.com.

For reasons of copyright protection, access to this reading is limited to students registered in EHPS-653. Those students may access this reading with the username and password provided in their Study Guide database (Welcome and Orientation - Your Introduction to the Course - Readings and the Digital Reading Room). Note that these are NOT the same as a student's library username and password.
Reading 18: Layman, S. (2005, May/Jun). Strategic goal alignment at CMP Technologies. Strategic HR Review, 4(4), 24-27.
Reading 19: McCarthy, A., & Garavan, T. (2001). 360° feedback process: Performance, improvement and employee career development. Journal of European Industrial Training, 25(1), p.5.
Reading 20: Buhler, P. M. (2005, Nov). The performance appraisal process. SuperVision, 66(11), 14-16.
Reading 21: Unknown (2000, Feb). Best practices in performance appraisals. HR Focus, 00(2), p.8.
Reading 22: Ellis, C., & Kochanski, J. (2006, Sep). Making merit matter: Putting the merit back in merit pay Retrieved January 25, 2007 from www.hr.com.
Reading 23: Debrayen, M., & Brutus, S. (2003, Feb 10). Learning from others' 360-degree experiences. Canadian HR Reporter, 16(3), 18-19.
Supplementary Readings
Daniels, A. C. (2000). Bringing out the best in people: How to apply the astonishing power of positive reinforcement. New York, NY: McGraw Hill.
Kaye, B., Jordan-Evans, S. (1999). Love'em or lose'em. Getting good people to stay. San Francisco, CA: Berrett-Koehler Publishers, Inc.
This title is not currently available through AU Library. Please consult your local library.
Stiffler, M, (2006, Mar). Performance: Creating the performance driven organization. Hoboken, NJ: John Wiley & Sons, Inc.
This title is not currently available through AU Library. Please consult your local library.

Theme 4

Required Readings/Assignments

Reading 24: O'Neal, S. (1993/1994, Winter). Competencies: The DNA of the corporation. ACA Journal: Perspectives in Compensation and Benefits, 2(3).
Reading 25: Lattoni, M. E., & Mercier, A. (1994, Summer). Developing competency-based organizations and pay systems. Focus: A Review of Total Compensation/Human Resource Management Issues in Canada, 1-4.
Reading 26: Dubois, D. D. What are competencies and why are they important? Career Planning and Adult Development Network Journal, 18(4). Retrieved January 25, 2007 from http://www.careertrainer.com/Request.jsp?lView=ViewArticle&Article=OID%3A112397&Page=OID%3A112398
Reading 27: O'Neal, S. (1995, Autumn). Competencies and pay in the evolving world of work. ACA Journal: Perspectives in Compensation and Benefits, 4(3).
Reading 28: Abraham, S., Karns, L., Shaw, K., & Mena, M. (2001). Managerial competencies and the managerial performance appraisal process. The Journal of Management Development, 20(9/10), 842-852.
Reading 29: Martone, David. (2003, Fall). A guide to developing a competency-based performance-management system. Employment Relations Today, 30(3), 23-32.
Supplementary Readings
Nelson, B. (1994). 1001 ways to reward employees. New York, NY: Workman Publishing.
This title is not currently available through AU Library. Please consult your local library.
Boyatzis, R. (1982). The competent manager: A model for effective performance. New York, NY: Wiley.
Dubois, D., Rothwell, W., King Stern, D. J., & Kemp, L. (2003, In press). Competency-based human resource management. Mountain View, CA: Davies-Black Publishing, a Division of CPP, Inc.
This title is not currently available through AU Library. Please consult your local library.
Dubois, D., & Rothwell, W., (2000). The competency toolkit. Amherst, MA: HRD Press.
This title is not currently available through AU Library. Please consult your local library.
Dubois, D., & Rothewell, W. (2000, Dec). The seven stages of one's career. Training and Development Journal, 5412, 45-50.
Dubois, D. (1998). The competency case book: Twelve studies in competency-based performance improvement. Amherst, MA: HRD Press.
This title is not currently available through AU Library. Please consult your local library.
Dubois, D. (1993). Competency-based performance improvement: A strategy for organizational change. Amherst, MA: HRD Press.
This title is not currently available through AU Library. Please consult your local library.
Goleman, D. (1998) Working with emotional intelligence. New York, NY; Toronto, ON: Bantam Books.
This title is not currently available through AU Library. Please consult your local library.
Goleman, D. (1996). Emotional intelligence. New York, NY; Toronto, ON: Bantam Books
Intagliata, J., Ulrich, D., and Smallwood, N. (2000). Leveraging leadership competencies to produce leadership brand: Creating distinctiveness by focusing on strategy and results. Human Resource Planning, 23(3), 12-23.
Moore, K. (2006). Why are performance evaluations such a pain in the ____? Retrieved February 21, 2008 from www.hr.com.
Note: Students wanting to access this article may have to apply for a guest membership.
Spencer, S., & Spencer, L. (1993). Competence at work: Models for superior performance. Hoboken, NJ; Mississauga, ON: John Wiley and Sons.
This title is not currently available through AU Library. Please consult your local library.
Zingheim, P. & Schuster, J. (2003, Sep/Oct). Competencies and rewards: Substance or just style. Compensation and Benefits Review, 35(5), 40-44.
Weiss, T. B., Ph.D., & Hartle, F. (1997). Reengineering performance management: Breakthroughs in achieving strategy through people. Boca Raton, FL: CRC Press LLC.
This title is not currently available through AU Library. Please consult your local library.

Theme 5

Required Readings/Assignments

Reading 30: Watson Wyatt Worldwide. (2001, Sep 11). Organizations savvy about pay for performance. Retrieved January 25, 2007 from http://www.watsonwyatt.com/news/press.asp?ID=8797
Reading 31: Francis, D. (2002, Apr 16). Canada's economy is quickly evolving: 'Knowledge workers' are becoming the dominant force. National Post, p.F3.
Reading 32: MacMillan, A. (2006, Apr). Raising the bar on performance management: Best practices to optimize performance reviews and goal management - White paper Retrieved January 25, 2007 from www.hr.com.
Reading 33: Summers, Lynn. (2005, Jan/Feb). Integrated pay for performance: The high-tech marriage of compensation management and performance management. Compensation and Benefits Review, 37(1), 18-25.
Supplementary Readings
Dolmat-Connell, J. (1999, Mar/Apr). Developing a reward strategy that delivers shareholder and employee value. Compensation and Benefits Review, 31(2), 46–53.
Kanungo, R. N., & Mendonca, M. (1992). Compensation: Effective reward management. Toronto: Butterworths.
This is one of the only textbooks to cover Canadian issues in compensation, performance management, and benefits. "Chapter 8: Performance-based Pay: Personal Equity I" and "Chapter 9: Incentive Systems and Gain-sharing Plans: Personal Equity II" may be useful background material. "The Role of Performance Appraisal in the Administration of Performance-Based Rewards" (pp. 198-203) is helpful in covering the traditional issues in the debate.

This title is not currently available through AU Library. Please consult your local library.
Lawler, E. E. (2000). Rewarding excellence: Pay strategies for the new economy. San Francisco: Jossey-Bass Inc.
This title is not currently available through AU Library. Please consult your local library.
See also the Web sites for the major HR consulting firms below and others for recent summary information about surveys conducted on these issues on an ongoing basis.
HayGroup
Hewitt Associates
Mercer Human Resource Consulting
Towers Perrin
Watson Wyatt Worldwide

Theme 6

Required Readings/Assignments

Reading 34: Kohn, A. (1993, Sep/Oct). Why incentive plans cannot work. Harvard Business Review, 71(5), 54-63.
Reading 35: Kohn, A. (1995, June). The case against reward programs. ACA News. 5-6.
Reading 36: Schuster, J., & Zingheim, P. (2006, Jul 17). How to really pay for performance: something to show your CEO. Retrieved January 25, 2007 from www.hr.com.
Reading 37: Schuster, J., Zingheim, P. (2006, Sept 18). Can base pay reward performance. Retrieved January 25, 2007 from www.hr.com.
Reading 38: Schuster, J. (2006, Sep). Eight principles of variable pay design. Retrieved January 25, 2007 from www.hr.com.
Reading 39: Kerr, S. (1995, Feb). On the folly of rewarding A, while hoping for B. Academy of Management Executive, 9(1), 7-14.
Reading 40: Kerr, S. & Davies, E. (1996, Jul 22). Risky business: The new pay game. Fortune, 134(2), 94-96.
Reading 41: Bouchard, P. J. (2006, Aug 2). Fundamental human requirement - recognition. Retrieved January 25, 2007 from www.hr.com.
Reading 42: Wiscombe, J. (2002, April). The recognition and performance link. Workforce, 44. Retrieved January 25, 2007 from http://www.workforce.com/section/02/feature/23/20/04/232006.html.
Reading 43: Dell'Agnese, V. (2001, Oct 8). Performance based rewards, line-of-sight foster ownership behaviour in staff. Canadian HR Reporter, 14(17), p.10.
Supplementary Readings
Britton, P., & Walker, C. T. (1997, Winter). Beyond carrot and stick (Compensation of high-performing employees). The Ivey Business Quarterly, 62(2), 50–55.
Kohn, A. (1999). Punished by rewards: The trouble with gold stars, incentive plans, A's, praise, and other bribes. Boston, MA: Houghton Mifflin Co.

Theme 7

Required Readings/Assignments

Reading 44: Good, R., & Thompson, K. (2005, Nov 9). The bioteaming manifesto. Change This. Retrieved January 25, 2007 from http://www.changethis.com/19.BioteamingManifesto
Reading 45: Bain, V. (2001). Individual performance isn't a solo activity. The Journal for Quality and Participation, 24(3), 32-34.
Reading 46: Kondo, F. (2006, Jun 19). Performance management within project-centric organizations. Retrieved January 25, 2007 from www.hr.com.
Reading 47: Spink, L. (2000, Sep 20). Team rewards and incentives: Lessons from the literature. The Organizational Change Program for the CGIAR Centers TRG, Inc. Retrieved from January 25, 2007 from http://www.trg-inc.com/orgchange/electronic_rewards.pdf
Reading 48: Furnham, A. (2004, 2nd quarter). Performance management systems. European Business Journal, 16(2), 83-94.
Reading 49: Izzo, J., & Withers, P. (2001, Apr 15). Chapter 7: The expectation of partnership. In Values shift: The new work ethic and what it means for business (pp. 123-146). Toronto, ON: Penguin Canada.
Reading 50: Bendaly, L. (1996). Chapter 10: A new kind of teamwork. In Organization 2000: The essential guide for companies and teams in the new economy (pp.120-131). Toronto, ON: HarperBusiness.
Reading 51: Roberts, R. L. (2004, Jan 26). Generating and understanding incentive. Retrieved January 25, 2007 from www.hr.com.
Supplementary Readings
McAdams, J. L., & Hawk, E. (1994). Organizational performance and rewards: 663 experiences in making the link. Scottsdale, AZ: Consortium for Alternative Reward Strategies Research, American Compensation Association.
This book examines 663 different group incentive systems, and the executive summary (pp. 16–35) provides some useful guidelines of do's and don't's.

This title is not currently available through AU Library. Please consult your local library.
Schrage, M. (1995). No more teams! Mastering the art of creative collaboration. New York, NY: Doubleday.
This book elaborates on the evolution of teams.

This title is not currently available through AU Library. Please consult your local library.

Theme 8

Required Readings/Assignments

Reading 52: Hay Group. (2002). Managing performance: Achieving outstanding performance through a "culture of dialogue." Retrieved January 25, 2007 from http://www.haygroup.com/mediafiles/downloads/ww/Managing_Performance.pdf

This site has been linked to information maintained by the HayGroup at http://www.haygroup.com/.
Reading 53: Elliott, A. (2006, May/Jun). How coaching drives high performance at portman. Strategic HR Review, 5(4), 20-23.
Reading 54: Nakai, P., & Schultz, R. (2000). Chapter 8: Boundaryless coaching. In The mindful corporation: Liberating the human spirit at work (pp. 165-177). Long Beach, CA: Leadership Press.
Reading 55: Hargrove, R. A. (2000). Chapter 1: Every manager a coach, every person a businessperson. In Masterful coaching fieldbook (pp. 5-29). San-Francisco, CA: Jossey-Bass Pfeiffer.
Reading 56: Wright, S. (2004, Summer). The leader as coach: Creating high performance in change. Banff: Banff Centre Leadership Development Online Library. Retrieved January 25, 2007 from http://www.banffcentre.ca/departments/leadership/library/pdf/coach_22-24.pdf

This site has been linked to information maintained by the Banff Centre at http://www.banffcentre.ca.
Reading 57: Blanchard, K. (2006, Sep 25). Leading at a higher level: Establishing an effective performance management system. Retrieved January 25, 2007 from www.hr.com.
Supplementary Readings
Crane, T. (2001). The heart of coaching: Using transformational coaching to create a high-performance culture. (CA revised ed.). San Diego, CA: FTA Press.
This is the text used in the Coaching for High Performance weekend school.

This title is not currently available through AU Library. Please consult your local library.
Buckingham, M. & Coffman, C. (1999). First, break all the rules: What the world's greatest managers do differently. New York, NY: Simon and Schuster.
This title is not currently available through AU Library. Please consult your local library.
Stack, J., & Burlingham, Bo. (2003, Sept.). A stake in the outcome: Building a culture of ownership for the long-term success of your business. New York, NY: Doubleday.
Wright, S., & MacKinnon, C. (2003). Leadership alchemy: The magic of the leader coach. Toronto, ON: TCP Publications.
This title is not currently available through AU Library. Please consult your local library.
Kouzes, J. M., & Posner, B. Z. (2003). The leadership challenge (3rd ed.). San Francisco: Jossey-Bass
This title is not currently available through AU Library. Please consult your local library.