However, what is different now and which explains the greater interest in these paradigms is that more and more employers and policymakers have realized the importance of flexible working hours, telecommuting, work from home, and the rise of the freelance or the gig economy. Moreover, with more women in the workforce, it is also the case that employers are realizing the need for work life balance for both men and women and maternal leave and flexible working for women in particular.
Apart from this, the communications revolution has made possible these options and paradigms and this is also a driver of ROWE. Finally, whether employers adopt ROWE or not, it is clear that it would be present in some form or the other since outcomes or results based payment is always a guarantor of increased productivity and enhanced motivation. However, as pointed out earlier, this should not become a race to the bottom or lead to the survival of the fittest and hence, our view in this article is that much depends on how it is implemented and how it is monitored in addition to how the benefits accrue to different stakeholders.
In conclusion, the future of work portends a shift away from the second wave industrialization and information technology to the third wave mobile and digitalization and ROWE must be seen in this context. To Know more, click on About Us. The use of this material is free for learning and education purpose. How does ROWE cater for these people? How does ROWE encourage experimentation, innovation and trial and error behaviour?
What is the incentive for people to be proactive and achieve beyond what is expected of them? Thanks for taking the time to share your interview with the authors. This is the part of the internet that I love — your blog compelled you to follow up with authors about a cool book, you get to meet them and learn more, they get more coverage and the readers are in on the game too.
I remembered this post when I saw this. Julie — you hit the nail on the head. In a ROWE, clear expecations are a must. In fact, the manager-employee relationship changes quite a bit.
Managers stop being hall monitors and start being mentors and coaches that work proactively with their employees to set goals. ROWE is perfect for different personality types and different working styles. As long as the work gets done, people can do whatever they want, whenever they want. If that means working in an office building from to , perfect. Adriano — excellent articulation of ROWE! When that strip ran the other day, we had numerous people sending it to us…everyone knows how absurd it is to focus on time.
This is exactly how I have run my IT and network operations teams. Each person understands their responsibilities and their priorities, most of which come from me but are also self-generated or come from users. This person is there 6 in the morning for the early crew, and I have to send this person home at night to make sure they sleep.
The guy who likes pulling IP packets apart and wears corduroys everyone can read through is in the QA lab helping testers 8 hours a day, then on-line with India in the middle of the night while he feeds his new born. These folks are tearing it up because they know my job has been to point them in the direction, show them how if they need, then get the heck out of the way.
I answer the questions that the outside world, and senior management, pose, while they get the job done. Unfortunately that last time I called the IT director was this weekend to tell him that I am resigning. Senior management is not comfortable with a group that though it has hit every deadline, does not have a detailed gantt chart updated daily, along with weekly schedule reviews.
So I am definitely going to get a copy of this book. I will either use it to structure the next team I put together, or push it into the hands of anyone who brings me on board to run their IT or network shops. So has anyone looked at the life of a typical university faculty member lately?
When and how one accomplishes the results are up to the faculty member. And it usually works very well. More results earn promotion, tenure, more pay, and access to more resources. The challenges arise from trying to agree on what are quality results—not always an easy task. And, equally unfortunate is the fact that this is happening all over the country right now. And you saw the benefits you reaped from doing so. Go forth! Steve — agreed.
Working in a democratic environment is a wonderful thing. Transparent communication would be the key. Motivation of employees becomes challenging especially when the organizations have considerably changed the job role of the employees, or have lessened the hierarchy levels of hierarchy, or have chucked out a significant number of employees in the name of down-sizing or right-sizing.
To do this, you need to check in with each employee frequently and ask them questions about how things are going. Motivational issues in the workplace can originate in management as well as ground-level employees. Issues affecting motivation range from inadequate tools to achieve company goals to a simple lack of employer acknowledgment of worker achievements. Motivation is an important life skill.
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