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Permanent Link: http://ufdc.ufl.edu/IR00002652/00001
 Material Information
Title: Showing Employees ("Associates") That Good Performance Doesn't Matter
Physical Description: Fact sheet
Creator: Wysocki, Allen F.
Publisher: University of Florida Cooperative Extension Service, Institute of Food and Agriculture Sciences, EDIS
Place of Publication: Gainesville, Fla.
Publication Date: 2000
 Notes
Acquisition: Collected for University of Florida's Institutional Repository by the UFIR Self-Submittal tool. Submitted by Melanie Mercer.
Publication Status: Published
General Note: "Published April 2000."
General Note: "HR 002"
 Record Information
Source Institution: University of Florida Institutional Repository
Holding Location: University of Florida
Rights Management: All rights reserved by the submitter.
System ID: IR00002652:00001


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Showing Employees ("Associates") That Good Performance Doesn't Matter1 Allen F. Wysocki and Karl W. Kepner2 1. This is EDIS document HR 002, a publication of the Department of Food and Resource Economics, Florida Cooperative Extension Service, Institute of Food and Agricultural Sciences, University of Florida, Gainesville, FL. Published April 2000. Please visit the EDIS website at http://edis.ifas.ufl.edu. 2. Allen F. Wysocki, assistant professor, and Karl W. Kepner, distinguished professor, Department of Food and Resource Economics, Florida Cooperative Extension Service, Institute of Food and Agricultural Sciences,University of Florida, Gainesville, FL. Dr. Wysocki's Extension web page is located at http://webct.nerdc.ufl.edu:8900/public/WyosckiExtension/index.html The Institute of Food and Agricultural Sciences is an equal opportunity/affirmative action employer authorized to provide research, educational information and other services only to individuals and institutions that function without regard to race, color, sex, age, handicap, or national origin. For information on obtaining other extension publications, contact your county Cooperative Extension Service office. Florida Cooperative Extension Service/Institute of Food and Agricultural Sciences/University of Florida/Christine Taylor Waddill, Dean. Introduction In this article we will explore the time-honored management practice of showing associates that their good performance just does not matter. You will be asked to respond to a series of 45 statements illustrating how managers often inadvertently show associates that good performance does not matter. Showing That Good Performance Does Not Matter Most (if not all) managers and supervisors want to demonstrate to their associates that their good performance matters both to them and to the organization. Yet, research and experience has demonstrated that many "bosses" show, via their actions, that good associate performance in their organization does not matter that much. In fact, research with students who have or have had jobs identified at least 45 ways that managers and supervisors demonstrate to their employees that GOOD performance does not really matter that much. Effective managers ought to be aware of these negative practices that communicate the wrong message to their associates. Therefore, each of the following managerial practices communicates that good performance does not really matter that much in this organization. Figure 1 lists 45 human resource management practices. Please rank each of the practices on a 1 to 5 scale (1=never occurs and 5=often occurs) for the extent to which they exist in your organization. We would suggest that all associates, managers and supervisors rank these questions. It should be very interesting to compare responses across different human resource layers within your organization. These results could then be discussed at a future staff meeting. After evaluating the extent to which these negative managerial practices exist in your workplace and/or within your organization, identify the most frequently utilized practices. Obviously, effective management teams do not want to perpetuate activities that demonstrate to their work teams that positive performance is not important. Nevertheless, the research is conclusive: many (potentially all)

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Showing Employees ("Associates") That Good Performance Doesn't Matter 2 managers and supervisors are inadvertently "guilty" of one or more of these negative associate performance practices. Therefore, what is your commitment to improving the organization's management practices by eliminating those practices that are most frequently being used? Conclusion We hope you have found this article useful. We invite readers to provide feedback (via email) on which practices were the most prevalent in their organizations. In addition, Drs. Wysocki and Kepner are happy to lead a workshop on how managers and supervisors can demonstrate to their people that good performance does matter. Your comments and suggestions are always welcome and you may e-mail directly at wysocki@fred.ifas.ufl.edu or respond via extension web page at http://webct.nerdc.ufl.edu:8900/public/ WysockiExtension/index.html. References Class discussions led by Dr. Karl Kepner in AEB 4424, Human Resource Management in Agribusiness.

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Showing Employees ("Associates") That Good Performance Doesn't Matter 3 Figure 1. 45 Managerial Practices That Show Associates That Good Performance Does Not Matter.