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CHARACTERISTICS OF
TWO WORK
SYSTEMS
(John E. Delery & D. Harold Doty, AMJ, V. 39, 1996: 809)
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HRM Practices |
Command-and-Control |
High Performance |
| Internal career opportunities |
-Hiring almost exclusively from outside the organization
-Very little use of internal career ladders |
-Hiring mainly from within the organization
-Extensive use of well-defined career ladders
|
| Training |
-No formal training provided
-Little if any socialization taking place within the organization |
-Extensive formal training provided
-Great amount of socialization within the organization (parties, employee recognition
events, orientation sessions) |
| Results-oriented appraisals |
-Performance measured by quantifiable output or results-oriented measures
-Feedback in the form of numbers (i.e. focus on behaviors' results) |
-Performance measured by behavior-oriented measures
(i.e. focus on behaviors necessary to perform the job effectively)
-Feedback more for developmental purposes |
| Incentives |
-Mainly extrinsic (monetary) |
-Extrinsic and intrinsic |
| Employment security |
-Very little employment security given |
-Great deal of employment security among those who make it through the initial trial
period
-Extensive benefits to those "outplaced"
-Formal dismissal policies |
| Participation |
-Employees given little voice in the organization |
-Employees likely have access to grievance systems
-Employees more likely to participate in decision making |
| Job descriptions |
-Jobs are clearly/tightly defined |
-Jobs are not clearly/loosely defined |
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