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The 8 Values of Highly Productive Companies
Dr Tim Baker
tim@winnersatwork.com.au
www.winnersatwork.com.au
Seven dimensions of agile performance
Baker, T. (in press)
Performance Management for
Agile Organizations
(Palgrave Macmillan)
New Definition of Productivity
The Eight Myths Blocking Agile Performance
1. Job specification improves performance
2. Quality systems & processes guarantee good outcomes
3. The job description helps the employee understand their
organizational role
4. A business is best organized around functions
5. A satisfied employee is a productive employee
6. A loyal employee is an asset to a business
7. A technically competent workforce is the pathway to a
high performing business
8. Employees can’t be trusted with sensitive information
Psychological ContractPsychological Contract
Individual Organisation
I offer
I expect
The
organisation
expects
The
organisation
offers
Traditional psychological contract framework
• Baker, T. (in press)
• Performance
• Management for
• Agile Organizations
• (Palgrave Macmillan)
Baker, T. (in press)
Performance
Management for
Agile Organizations
(Palgrave
Macmillan)
People Management Practices
Baker, T. (2015). The
End of the Job
Description (Palgrave
Macmillan)
Performance-
focus
The Changing Employment Relationship Values
Old Values New Values
Specialised Employment Flexible Deployment
Internal Focus Customer-focus
Focus on Job Performance-focus
Functional-based Work Project-based Work
Human Dispirit & Work Human Spirit & Work
Loyalty Commitment
Training
Learning & Development
Closed Information Open Information
The New Psychological Contract Framework
Values
Expectations of Employee Expectations of Manager
Flexible Deployment
Customer Focus
Performance Focus
Project-Based Work
Human Spirit & Work
Commitment
Learning &
Development
Open Information
Willingness to work in a variety
of organisational roles & settings.
Serve the customer before your
manager.
Focus on what you do, not where
you work.
Accept yourself as a project-
based worker rather than a
functional-based employee.
Valuing work that is meaningful.
Commit to assisting the
organisational achieve its
outcomes.
Commit to lifelong learning.
Willing to show enterprise and
initiative.
Encourage employees to work in
other organisational roles.
Provide information, skills &
incentives to focus externally.
Link rewards and benefits with
performance rather than
organisational dependency.
Structure work around projects
rather than organisational
functions.
Provide work (wherever possible)
that is meaningful.
Commit to assisting employees to
achieve their personal objectives.
Enter into a partnership for
employee development.
Providing employees with access
to a wide range of information.
Functional & Matrix Models
Customer-centric model
Baker, T. (in press)
Performance Management
for Agile Organizations
(Palgrave Macmillan)
Initiative Paradox
Baker, T. (in press)
Performance Management for
Agile Organizations
(Palgrave Macmillan)
Corporate Culture Change Cycle
Congruence Between the Three Organisational Perspectives
Congruence Between the Three Organisational Perspectives
Statistical Representation
Free Webinars
• Attracting and Retaining Talent: Becoming an Employer of Choice (March)
• Maximising Your Impact: Getting What You Want Ethically and Honestly (April)
• Performance Conversations that Make a Difference (May)
• Converting Job Descriptions to Role Descriptions for Better Performance (June)
• The 8 Performance Myths Holding Organisations Back from Optimal Performance (July)
• Building Trust and Performance Through a Culture of Conversation (August)
• The 4 Strategies for Maximising Influence (September)
• The Five Conversations Framework: A Highly Effective Alternative to the Performance Review (October)
• Shifting from Performance Appraisal to Performance (November)
• Tools for Effective Feedback: Creating a Culture for Performance Improvement (December)
www.winnersatwork.com.a
Dr Tim Baker
tim@winnersatwork.com.au
0413 636 832
www.winnersatwork.com.au
$35 RRP
For you today; $28 signed!
Plus postage
20%
discount

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The 8 Values of Highly Productive Companies

  • 1. The 8 Values of Highly Productive Companies Dr Tim Baker tim@winnersatwork.com.au www.winnersatwork.com.au
  • 2.
  • 3. Seven dimensions of agile performance Baker, T. (in press) Performance Management for Agile Organizations (Palgrave Macmillan)
  • 4. New Definition of Productivity
  • 5. The Eight Myths Blocking Agile Performance 1. Job specification improves performance 2. Quality systems & processes guarantee good outcomes 3. The job description helps the employee understand their organizational role 4. A business is best organized around functions 5. A satisfied employee is a productive employee 6. A loyal employee is an asset to a business 7. A technically competent workforce is the pathway to a high performing business 8. Employees can’t be trusted with sensitive information
  • 6. Psychological ContractPsychological Contract Individual Organisation I offer I expect The organisation expects The organisation offers
  • 7. Traditional psychological contract framework • Baker, T. (in press) • Performance • Management for • Agile Organizations • (Palgrave Macmillan) Baker, T. (in press) Performance Management for Agile Organizations (Palgrave Macmillan)
  • 8. People Management Practices Baker, T. (2015). The End of the Job Description (Palgrave Macmillan) Performance- focus
  • 9. The Changing Employment Relationship Values Old Values New Values Specialised Employment Flexible Deployment Internal Focus Customer-focus Focus on Job Performance-focus Functional-based Work Project-based Work Human Dispirit & Work Human Spirit & Work Loyalty Commitment Training Learning & Development Closed Information Open Information
  • 10. The New Psychological Contract Framework Values Expectations of Employee Expectations of Manager Flexible Deployment Customer Focus Performance Focus Project-Based Work Human Spirit & Work Commitment Learning & Development Open Information Willingness to work in a variety of organisational roles & settings. Serve the customer before your manager. Focus on what you do, not where you work. Accept yourself as a project- based worker rather than a functional-based employee. Valuing work that is meaningful. Commit to assisting the organisational achieve its outcomes. Commit to lifelong learning. Willing to show enterprise and initiative. Encourage employees to work in other organisational roles. Provide information, skills & incentives to focus externally. Link rewards and benefits with performance rather than organisational dependency. Structure work around projects rather than organisational functions. Provide work (wherever possible) that is meaningful. Commit to assisting employees to achieve their personal objectives. Enter into a partnership for employee development. Providing employees with access to a wide range of information.
  • 12. Customer-centric model Baker, T. (in press) Performance Management for Agile Organizations (Palgrave Macmillan)
  • 13. Initiative Paradox Baker, T. (in press) Performance Management for Agile Organizations (Palgrave Macmillan)
  • 15. Congruence Between the Three Organisational Perspectives
  • 16. Congruence Between the Three Organisational Perspectives
  • 18. Free Webinars • Attracting and Retaining Talent: Becoming an Employer of Choice (March) • Maximising Your Impact: Getting What You Want Ethically and Honestly (April) • Performance Conversations that Make a Difference (May) • Converting Job Descriptions to Role Descriptions for Better Performance (June) • The 8 Performance Myths Holding Organisations Back from Optimal Performance (July) • Building Trust and Performance Through a Culture of Conversation (August) • The 4 Strategies for Maximising Influence (September) • The Five Conversations Framework: A Highly Effective Alternative to the Performance Review (October) • Shifting from Performance Appraisal to Performance (November) • Tools for Effective Feedback: Creating a Culture for Performance Improvement (December) www.winnersatwork.com.a
  • 19. Dr Tim Baker tim@winnersatwork.com.au 0413 636 832 www.winnersatwork.com.au $35 RRP For you today; $28 signed! Plus postage 20% discount

Editor's Notes

  1. TechnologyOne have kindly purchased many copies of my book. You can receive a free copy by ticking the box on the evaluation form. There are some sample copies you can flick through before making a decision.