Implementing Performance Management and Recognition and Rewards (PMRR) Systems at the Strategic Level: A Line Management-Driven Effort

Abstract

As both internal and external forces push organizations to change, many organizations are evaluating and revising aspects of their human resource management systems. This article describes the change process used by Pratt and Whitney in their effort to realign their performance management practices with their culture and their business needs. A primary key to the success of this change effort was the value placed on changing the roles and accountability of managers. The importance of managing performance was clearly communicated to managers, and rewards and recognition reinforced managers for becoming more effective in this nontechnical domain of their jobs. [ABSTRACT FROM AUTHOR]