A high-performance organization is comprised of four interdependent dimensions that must be designed so they complement and support one another. These elements are : work process and technology, culture, structure, and people. One clear finding is that the greater the number of the key elements of a high-performance organization that were present and congruent, the bigger the pay-off.
From Indonesia , Jakarta
Interventions that inform: Activities that communicate goals, objectives, expectations, results, discrepancies, and so on. Examples: producing internal newsletters; holding debriefing sessions; giving feedback. This intervention is delivered when information has changed, the people have changed, or the people are uninformed, and the consequence is poor performance; or people don't get the information they need.
From Indonesia , Jakarta
Peak performers set goals and work towards them. In this way, the future determines their actions in the present. This is accomplished against a backdrop of the past because our values, thoughts and beliefs, all made up of past experiences, will influence the goals we set and how easy or challenging we make them.
Peak performers don't rely on other people or random events to achieve their goals for them. They know they are the ones who need to act and they figure out precisely what they need to do to produce the results they're after. Rather than sitting back passively, waiting for things to happen, peak performers are active participants in fashioning their own future.

From Indonesia , Jakarta
SUPPORTIVE WORKING CONDITIONS Employees are concerned with their work environment for both personal comfort and facilitating doing a good job. Studies demonstrate that employees prefer physical surroundings that are not dangerous or uncomfortable. Additionally, most employees prefer working relatively close to home, in clean and relatively modern facilities, and with adequate tools and equipment.
more at https://www.citehr.com/126715-excell...#ixzz15gnVCold

From Indonesia , Jakarta
Dual career tracks should not be confused with alternative career paths. Creating dual career paths involves preparing employees to succeed and be rewarded without necessarily being on a management or vertical organization career path. In other words, ``up'' is not considered the only way employees can grow and advance within the company. The establishment of dual or multiple career tracks has proven to be an effective way to retain and motivate valued employees.
From Indonesia , Jakarta

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