Appraisal without form-filling

Article Abstract:

A case study based on the Strathclyde Passenger Transportation Executive (SPTE), a public sector organization in Glasgow, Scotland reveals how the SPTE was able to establish an effective employee appraisal system that did not rely on filling out appraisal forms. The central goal of the system developed by SPTE was to improve workers' performances in their present jobs. The organization believed that employees would be more excited about the appraisal process when they realized there would be no documentation of ratings or comments. Instead, emphasis would be placed on interviews which would cover basic points including: individual work behavior; management skills; and technical skills. SPTE discovered after conducting a pilot program that most employees were happy with the new program.

Management, Case studies, Transportation, Employee performance appraisals, Performance appraisals

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Single status as the key to flexibility

Article Abstract:

Titanium dioxide producer Tioxide Group PLC made major personnel management changes in response to the global recession of the late 1970s and early 1980s, seeking enhanced commitment, flexibility, and accountability from all employees. The old, three-tier staff system of managerial, supervisory-clerical-technical, and manual employees was replaced with a 'single-status' system by mid-1986. Single status entails three major features: the end of collective bargaining, a revised and simplified pay structure, and employee flexibility. Pay-scale differentials for white-collar workers was managed through performance appraisal.

Nonferrous rolling and drawing, not elsewhere classified, Chemical industry, Tioxide Group PLC

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