Accountability: Applying Research to Organizations and Associates Anne E. Herman February 2007
Desired Model of Accountability <ul><li>Frink and Klimoski, 1998 </li></ul><ul><ul><li>External conditions </li></ul></ul>...
Accountability Methods <ul><li>Mere presence of another </li></ul><ul><ul><li>Expecting that another will observe performa...
What Do We Know About Accountability? <ul><li>Managers </li></ul><ul><li>More complex and flexible thinking* </li></ul><ul...
Accountability: Product vs. Process <ul><li>We need to be aware of the differences in holding organizational members accou...
<ul><li>The ultimate success of accountability efforts is directly related to the traits/characteristics of those who are ...
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Accountability applying research to organizations and associates

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Accountability applying research to organizations and associates

  1. 1. Accountability: Applying Research to Organizations and Associates Anne E. Herman February 2007
  2. 2. Desired Model of Accountability <ul><li>Frink and Klimoski, 1998 </li></ul><ul><ul><li>External conditions </li></ul></ul><ul><ul><li>Internal conditions </li></ul></ul><ul><ul><li>Objective factors </li></ul></ul><ul><ul><li>Subjective factors </li></ul></ul><ul><ul><li>Formal mechanisms </li></ul></ul><ul><ul><li>Informal mechanisms </li></ul></ul>
  3. 3. Accountability Methods <ul><li>Mere presence of another </li></ul><ul><ul><li>Expecting that another will observe performance </li></ul></ul><ul><li>Identifiability </li></ul><ul><ul><li>Expecting that what they say or do will be linked to them personally </li></ul></ul><ul><li>Evaluation </li></ul><ul><ul><li>Expecting that performance will be evaluated by another </li></ul></ul><ul><ul><ul><li>Normative rules </li></ul></ul></ul><ul><ul><ul><li>Implied consequences </li></ul></ul></ul><ul><li>Reason-giving </li></ul><ul><ul><li>Expecting to give reasons for what is said or done </li></ul></ul>
  4. 4. What Do We Know About Accountability? <ul><li>Managers </li></ul><ul><li>More complex and flexible thinking* </li></ul><ul><li>Worry about constituencies </li></ul><ul><li>Enhance the salience of decision-maker social norms </li></ul><ul><li>Incorporate non-diagnostic information </li></ul><ul><li>Justification of committed position </li></ul>
  5. 5. Accountability: Product vs. Process <ul><li>We need to be aware of the differences in holding organizational members accountable for end results vs. process </li></ul><ul><ul><li>Socialization </li></ul></ul><ul><ul><li>Creative Problem Solving </li></ul></ul><ul><ul><li>Multisource Feedback (360) </li></ul></ul><ul><ul><li>Communication for Change </li></ul></ul><ul><ul><li>Motivation </li></ul></ul>
  6. 6. <ul><li>The ultimate success of accountability efforts is directly related to the traits/characteristics of those who are being held accountable </li></ul><ul><li>Accountability will be influenced by what factors it makes salient </li></ul><ul><li>Accountability in organizations is likely to incorporate social information </li></ul><ul><li>As scientists and practitioners, we need to be aware of both the potential positive and negative outcomes of employing accountability </li></ul><ul><li>Accountability is not an all encompassing panacea- the desired outcome must be considered </li></ul>Key Take-Aways
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