Effective Performance Management Helps with Retention

Pay Transparency Boosts Performance, Retention of Top Performers

By Daniel Butcher

Pay transparency laws can motivate star employee stay with companies and boost their performance, while spurring poor-performing working to quit.

Academy of Management Scholar Peter Bamberger of Tel Aviv University has conducted extensive research on pay transparency, including experiments to study the implications of pay transparency and secrecy on turnover.

“We found that pay transparency generated higher retention for higher performers, but other studies done by economists found that transparency is associated with higher rates of turnover, in other words, lower retention—so we have a disconnect there,” Bamberger said.

“But there are some indications that the turnover was higher among low performers, whereas, among high performers, that transparency didn’t generate a higher rate of turnover; in those studies, transparency may not have generated higher retention, like we found, but most of the turnover that those researchers found in their field study was with lower performers,” he said.

In other words, it’s a win-win situation for leaders and managers: Greater compensation transparency does not tend to encourage high-performing (and presumably well-paid) employees to leave the organization, while it does give a nudge to low-performing (and presumably modestly paid) employees to seek employment elsewhere.

“When workers don’t know what their colleagues are making, natural biases cause many to underestimate what we call ‘instrumentality perceptions,’ the instrumental role of extra effort to achieve the right incentive benefits in driving returns,” Bamberger said. “Their motivation is lower when pay is secret, and the result is, over time, a lower growth curve in performance.

“The slope of improvement is flatter when workers don’t know how much money colleagues earn than it is when pay is transparent and they can see how they’re doing relative to others,” he said.

The main takeaway is that pay transparency boosts performance and retention of top performers while leading to turnover of poor and middling performers.

Transparency Helps Orgs that Pay Employees Fairly

By Daniel Butcher

Organizations with merit-based raises and bonuses deemed equitable by employees benefit from pay transparency by incentivizing top-tier performers to put in maximum effort and stay at the organization, while encouraging many bottom-tier performers to look for new jobs.

“The bottom line, what we found is that people’s perceptions of the fairness of pay in their organization had a big impact on the degree to which transparency was associated with higher or lower rates of turnover,” Academy of Management Scholar Peter Bamberger of Tel Aviv University said. “And a lot of that can be explained by people’s perceptions of trust.

“Where employees have a sense that pay is distributed fairly, you get a lot of benefits from pay transparency with regard to reduced turnover, because essentially, in most cases, where people believe that pay is fair, pay transparency is showing that the pay is, in fact, fair,” he said.

“And it’s driving higher levels of trust, which encourage people to stay in the organization, and in those situations where people are feeling that the pay is unfair, it’s typically people who are performing less well and are rewarded less well, transparency can be problematic, because then you’re actually making it obvious to them that they’re not doing as well and they’re likely to leave to look for greener pastures.”

In this way, Bamberger and colleagues were able to explain inconsistent findings regarding pay transparency and turnover in prior studies. They explained these mixed effects by showing that pay transparency can both increase and reduce turnover.

“For people who are performing well in an organization and getting those higher rewards and feel that their pay is fair, transparency drives higher retention, but for those who are feeling that their pay is unfair, perhaps because they’re getting lower rewards, typically transparency can actually drive higher rates of turnover,” he said.

Bamberger and his fellow researchers looked at employees’ overall perceptions of pay fairness, regardless of what their frame of reference was in terms of level of seniority or job title.

“What we found is when the two are aligned, high transparency with high perceptions of justice, they’re getting higher retention,” he said. “When there’s high transparency with lower perceptions of justice, we were seeing higher levels of turnover.”

Sharing Info, Workloads, Positive Feeback Boosts Productivity

By Daniel Butcher

Leaders who can install processes for effective, timely information-sharing, fair workload distribution, and civil communication—including positive feedback—foster the best collaboration and productivity among team members.

Academy of Management Scholar Peter Bamberger of Tel Aviv University said that lackluster productivity is often a result of poor information-sharing and workload-sharing behaviors.

“Team processes are hard; people can’t always pick up the signals that they need to,” Bamberger said. “For example, if they have a piece of information that someone else needs, when should they pass it on to this other person? A nurse has a test result; when should she pass it on to the to the team leader or attending physician?

“If she passes it on too early, she’s going to disrupt what they’re doing, which clearly affects their performance, but if she passes it on too late, it could be deadly, so timing and synchrony of such tasks are crucial,” he said.

Incivility and rudeness also undermine productivity, while civility and kindness tend to boost it.

“In research on medical teams, we demonstrated that when people experience gratitude at work it can often, but not always, have beneficial implications,” Bamberger said. “A lot depends on the source of the gratitude and the nature of the task at hand.

“In one experiment, we had the three teams: a control condition, one that viewed a video before they started the day from a senior neonatologist talking about how grateful he is to everybody in the field for doing the wonderful work they do to save these babies, which had nothing in terms of a productivity boost, but then we had a third group where we had a mother of a preemie talk about how grateful she was to the medical team that saved her child, and that had massive positive effects,” he said.

“We demonstrate what that does to the team interaction through the implications based on a theory in cognitive science called [Fredrickson’s]broaden-and-build, which explains how positive emotions have beneficial effects on people’s ability to be flexible in their thinking, to absorb more information, and things like that.”

Bamberger and colleagues also demonstrate that the effects were much stronger when a mother expressed gratitude than when a senior colleague did.

Sharing positive customer feedback

Business leaders and managers can leverage these insights to improve their effectiveness.

“They can demonstrate gratitude themselves; it does make intuitive sense that if managers and leaders behave with civility and politeness, then that may set an example for the rank-and-file employees to do the same, but they can encourage customers and clients or patients to say ‘thank you’ directly,” Bamberger said. “If you like the way a flight attendant treated you on a flight, you’re supposed to write the company, but what if you were actually put in direct contact with the flight attendant and were able to express the gratitude directly?

“Our evidence suggests that that’s going to have a much stronger effect than a manager saying, ‘You got three positive letters this week,’” he said. “Setting up systems for customers to directly express positive feedback has the potential to significantly boost employee morale and performance.”

Rudeness Doesn’t Motivate Workers—Quite the Opposite

By Daniel Butcher

Some business leaders and managers resort to barbs or even shouting to motivate staff members, but research shows that a coercive leadership style is counterproductive. In fact, civility leads to improved team cohesion and performance, while rudeness hurts workers’ performance.

Academy of Management Scholar Peter Bamberger of Tel Aviv University said that several research papers on the subject explore the implications that emotion-laden events in organizations have on interpersonal relations and team dynamics. In a nutshell, rudeness creates a huge distraction that undermines productivity.

“For example, why can’t you text and drive at the same time? When you’re driving, the reason you don’t text is because—aside from it being against the law—you’re distracted,” Bamberger said. “It’s a complex process to text—it takes your attention, so you have limited cognitive resources, and driving is also complex.

“Whatever goes to the texting is not available for driving, and the result could be death,” he said.

What’s the connection between texting while driving and leadership style, as well as interactions between coworkers? Rudeness and even mild incivility are actually highly emotional events that occur frequently in the workplace.

“Many, many employees experience rudeness at work, and it’s rather ambiguous,” Bamberger said. “It’s not like being bullied or attacked physically, but in response to rudeness, you’ve got to try to figure out what is threatening to some degree, but you don’t know how threatening it is.

“And precisely because of that, and largely unconsciously, your brain is engaging and trying to determine the degree of threat,” he said. “That’s not a mindset that’s conducive to analysis, attention to detail, or any type of thought-demanding work.”

Social-Class Bias Undermines Meritocracy in Promotions

By Daniel Butcher

The role of social class in the workplace is not as discussed as it should be, as it plays a big role in who earns promotions and raises—and who decision-makers include and listen to in meetings. The consequence is that many deserving professionals from lower social classes get unfairly passed over, while those who do get their due in moving up the ladder often outshine their more privileged peers.

Academy of Management Scholar Sean Martin of the University of Virginia explained that social-class backgrounds shape us almost like different cultures. A person who has been upwardly mobile through different social-class positions and professional ranks is akin to being multicultural.

“People who have been upwardly mobile have been shaped in very different ways than people who might have always been in fairly privileged positions, in ways that make them have to learn new cultural norms and reach across cultural divides, as they’ve had to do as they move into new and higher social-class settings,” Martin said. “They come equipped with a skill set, including communication skills, and experiences that are very useful.

“My own research finds that people who come from lower social-class backgrounds who’ve been upwardly mobile are actually quite likely to speak up and offer a fresh perspective,” he said. “The real challenge is that bosses often don’t ask them for their input as often as they would ask it from people who come from more privileged backgrounds.”

People who come from a more elite background typically have many indicators of being from an upper social class, for example, having gone to prestigious schools, saying urbane things that are very culturally savvy in a particular accent that makes them sound smart, and an expensive mode of dressing that is taken for granted in that echelon. And all of those qualities make an impression on supervisors.

“Upper-class people may have that ‘it’ factor—they went to name-brand schools, have name-brand clothes, and say these things that sounds so smart, so bosses say, ‘I’m going to go to them for their input,’ as opposed to a person who might speak more plainly, making the same point but in a very different way, or might have gone to an extremely good school, but maybe not a brand that jumps off the page at you,” Martin said.

“There have been really interesting studies that showed there’s actually a class ceiling and a class pay gap, just like there’s a gender ceiling and a gender pay gap, such that people working the same position who are from a lower social-class background essentially get paid less than a person who’s doing the same job but comes from an upper-class background, so coming from a lower-class background is inhibiting in those ways as well,” he said.

“A lot of my research tries to flip the script and say, ‘Let’s focus on all those multicultural abilities and all the ways that people have been shaped on that upwardly mobile journey that are incredibly useful and valuable, especially pertaining to leadership.”

Tips for Managers to Avoid Team Burnout

By Daniel Butcher

Managers should be on the lookout for signs of burnout in their team members, and a sudden decline in work performance, missed deadlines, or increased errors could be an indication that an employee needs help. Burnout leads to reduced productivity and increased turnover, which is expensive for organizations and causes headaches for managers.

Academy of Management Scholar Sean Martin of the University of Virginia said there’s evidence that many people’s views of the workplace are pretty bleak right now.

“I saw some statistics indicating a lot of folks are feeling a high level of burnout—two-thirds of people would rather get a new boss than a pay raise; they’re just tired of dealing with their boss,” Martin said. “I recently saw another poll that said more than half of people would trust a stranger more than their boss.”

Worker stress has remained at record high levels since the pandemic, with 52% of employees in the U.S. and Canada reporting that they experienced a significant amount of stress on the previous day, according to Gallup. Managers who want to help avoid or mitigate burnout on their team need to realize that people are dealing with stressors both in and out of work and, in response, demonstrate flexibility and empathy.

“There’s a lot of things that are going on in someone’s life like managing family dynamics, extracurriculars, maybe they have care duties for young kids or older parents, so burnout is likely to be present in some form on your team,” Martin said. “If that’s the case, recognize that it’s not always just because of what’s going on at work, although it certainly could be.

“We could either be the kinds of leaders who say, ‘I don’t care—this is work—check all of that stuff at the door and do your job, ’or we could say, ‘I want to deal with a whole person and be the kind of leader that, when people are finished working with me, they view their time with me as time well spent and believe that I had a positive impact on their life and their career,’” he said.

“If you want to be that, then you have to recognize that burnout is an ever-present threat, and when you see people starting to experience it and start seeing the telltale signs of stress, such as retreating into oneself and performance issues in terms of objective measurables, be willing to ask, ‘What can I do? How can I help? ’to start mitigating the burnout that people can feel.”

Can Performance Be Managed Upward?

By Daniel Butcher

Employees evaluating managers’ performance, not just vice versa, also can benefit organizations.

That’s according to Academy of Management Scholar Herman Aguinis of at the George Washington University School of Business and author of Performance Management for Dummies, who cited Dell Inc., where everyone—from entry-level employees to the top management team—completes an annual employee engagement survey called “Tell Dell” with questions about performance and diversity, equity, and inclusion (DEI). Dell leaders use the survey data to hold personnel—including leaders—accountable.

“Before they get promoted upward, every Dell manager needs to have really good ratings from their subordinates or direct reports, so it’s not just the supervisor evaluating the performance of their employees, but also the employees evaluating the performance of leadership and their supervisors—it goes both ways, upward and downward,” Aguinis said.

An even more extreme experiment in a new way to do performance management is “radical transparency,” which Ray Dalio, founder of hedge fund giant Bridgewater Associates, initiated more than three decades ago. He’d been looking for ways to improve the company’s performance and establish a culture of openness and independent thought. The organization has encouraged employees to review their direct manager or supervisor and even senior executives honestly, even harshly—real-time performance evaluations often deliver “radical truth.”

While Dalio found success with this approach, it’s not for everyone, as it can ruffle feathers and make people uncomfortable. Radical transparency means that leaders—and everyone else at the company—open themselves up to oversight and critiques. They must have thick skin and open minds to listen with humility to the feedback that lower-ranking employees give them and respond to it in ways that are productive, without getting defensive or seeking retribution. They also have to deliver brutally honest feedback to their direct reports in ways that improve their performance and morale rather than discouraging them.

Seven Steps to Improve Staff’s Time-Management Skills

By Daniel Butcher

Academy of Management Scholar Herman Aguinis of the George Washington University School of Business, one of the most influential management researchers, said that performance management—when organizations’ managers and leaders do it properly—is critical for organizations because it drives decisions about who gets a bonus, who gets promoted, who gets demoted, and who gets transferred or cut. He offered the following tips for business leaders to help build “time management-friendly” organizational cultures:

1. Follow through on lessons learned during employee training programs:

“Understand that training programs aimed at building time management skills, such as to-do lists, quiet time, and so forth, are only the first step. Employees need a role and work environment conducive to using these skills. If employees face structures and norms that make them waste time, the skills they learned will be useless and lost if they are not put to use,” Aguinis said.

2. Set a good example for rank-and-file employees and put them in a position to succeed:

“Leadership is critical in creating time structures and norms conducive to good time management. First, leaders need to manage their own time well. For example, running meetings efficiently and not letting people waste time at meetings. Also, leaders need to implement performance management and reward systems that discourage wasting time based on how well people manage their time and the results they obtain. Measure the time management performance of middle management. How many performance and rewards systems measure time management? Not many.”

3. Embrace flexibility and hybrid work schedules

“Use technology to minimize commuting time, allow flexible hours and telecommuting.”

4. Avoid and eliminate recurring meetings that aren’t likely to move the needle:

“Don’t create committees and task forces that study issues endlessly without taking action.”

5. Recruit candidates with strong time-management skills:

Use situational interviews to screen out candidates whose attitudes about time do not match those of the organization. For example, job applicants can be asked to choose an alternative among several available choices. Or, job applicants can beasked, ‘tell me about the last time when,’ and they are presented with a situation when they need to make decisions about how to manage their time.”

6. Analyze the implications of the cliché “time is money”:

“Benjamin Franklin wrote that ‘time is money.’ But time is more than money. It is the most fundamental resource that allows people and organizations to get other resources, such as financial, social, physical, and human resources. Without sufficient time, we cannot get any of these other resources that allow a firm to get ahead of the competition,” Aguinis said. “But time itself is often under the radar because ‘what is not measured does not exist.’ It is critical to raise awareness of time as a resource, measure it, and reward units and individuals who manage time well. Also, business leaders should identify and remove systems and norms that prevent people from managing their time well, such as bad bosses who force people in their departments to engage in time-wasting activities.”

7. Reimagine formal systems that can affect employees’ time-management effectiveness, including:

• Time structures: “Systems used to manage time, such as performance appraisal and reward systems that reward individuals for working long hours. For example, using punch- or time clocks or including a question on a performance appraisal form about how many hours a week employeesare at their desk.” Other time structures include project timelines, cleaning schedules, and holidays.
• Time norms: “Informal rules about how to do things right and wrong about time at work. They are based on values and are often implicit, but everyone knows them. For example, arriving at meetings late is not a big deal in many organizations or cultures.”

Performance Management Needs to Be Well-Defined

By Daniel Butcher

As crucial as performance management is to make sure that organizations’ decisions about compensation, promotions, hires, and cuts are aligned with organizational goals, it can be difficult to define. Leaders first must define performance before they can measure it and evaluate their organization’s performance-management processes and procedures.

That’s according to Academy of Management Scholar Herman Aguinis of the George Washington University School of Business and author of Performance Management for Dummies, who said executives at various organizations have asked him about performance issues, complaining that their employees weren’t performing at the level they should have been. In response, when he asked them how they define performance, they typically fell silent.

“Sometimes leaders don’t do a good job of measuring performance because they don’t define performance well, so the first advice I would offer is to be able to make sure that you define performance in alignment with the strategic goals of the organization, the performance goals for individuals, units, teams, and departments all have to be aligned with the strategic goals of the organization,” Aguinis said.

Aguinis argued that performance evaluations shouldn’t be a once-a-year event. Organizations need to train supervisors on how to provide good feedback, measure performance in an unbiased way, have honest professional-developmental talks with employees regularly, and use performance management as a tool for spotting star performers, skills development, and performance improvement.

“If you’re a manager, your top responsibility is to manage the performance of the people in your unit, because if they do well, then the company does well, and you look good, so performance management should not be pushed by HR only; rather, it should be something that every manager and supervisor is doing,” Aguinis said. “Performance evaluations shouldn’t be just as a tool for punishing and rewarding past behavior, but also as a tool for motivating future outstanding performance.”

Performance Management Is Often Biased or Misused

By Daniel Butcher

Performance management is critical for all organizations because it drives major decisions about who gets a bonus, who gets promoted, who gets demoted, and who gets transferred or cut. Such decisions are most effective when they are fair and merit-based and made in ways that are consistent with the organizational goals.

That’s according to Academy of Management Scholar Herman Aguinis of the George Washington University School of Business and author of Performance Management for Dummies, who said that performance management done correctly serves all of those important purposes. Unfortunately, he estimates that about 90% or more of companies don’t do performance management the right way.

“A lot of people hate performance management. Why? Because employee ratings are often biased, and some supervisors use performance management to punish people they don’t like,” Aguinis said. “For example, I have seen cases of supervisors giving employees a very high performance rating so that person can be transferred out of their unit, because they don’t like them.

“This is how perverse performance management can be sometimes,” he says. “Also, you tell me the name of a supervisor who likes to give negative feedback to employees or share negative or bad news with them—most don’t.”

At many organizations, performance reviews are annually or quarterly at most. It’s a task that HR pushes on managers, who typically do it as fast as possible without much attention to detail. For all these reasons, most supervisors and employees alike hate performance management, Aguinis noted.

Many companies, especially during the COVID-19 pandemic, decided to halt performance management—a classic case of throwing the baby out with the bath water.

“The idea was we should stop providing ratings or performance feedback, because it causes a lot of damage when not done properly, and during the pandemic, managers were saying, ‘I don’t see my employees in person—I don’t interact with them on a daily basis, so I don’t know what’s going on, and thus let’s just do away with performance management,’” Aguinis said. “Obviously, it was a very bad idea, because managers don’t know who to promote, and when it’s time for bonuses and rewards, leaders don’t know how best to allocate resources, so people came back around.

“Many companies, including Microsoft, Apple, IBM, and Deloitte, that had announced the end of performance ratings and performance management all, came back with a vengeance,” he said. “There were some tweaks, but it is still performance management.”