![]() ![]() as part of imparting promotion of cultural activities in the field of art has also been associated with RR Sabha as a president. He has made worthwhile contribution including financial support in the construction of new building for the Sabha which is currently in progress.A.R.S. ![]() Left unattended, these divergences among managers will undermine the company’s effort for uniform merit-based practices.Mr.A.R.Santhanakrishnan (A.R.S.), Aged 69 Years is a Science Graduate and holds a Hons. Managers have different personal and professional experiences, and as shown by this study, those different experiences can lead to different concepts of what merit should entail. What is most important is that companies ensure that all managers agree on a clearly articulated definition of merit. What are the merit-based processes used in the company’s hiring efforts, for example? How are merit-based rewards designed? Companies need to pay close attention to how merit is measured and operationalized in the organization. The results of the study offer important lessons for companies trying to base their hiring, rewards, and promotions on merit. Both the focused and diffuse approaches were fully represented in the company. Of the 52 managers interviewed, 41 worked for the same company, thus ensuring that company or industry characteristics did not explain the different approaches. The study was based on in-depth interviews of 52 managers as well as qualitative reviews of a further 56 managers. Managers who perceive their evaluation experiences as mostly positive, on the other hand, will take the broader, diffuse approach: they evaluate work actions but also personal qualities, use both quantitative and qualitative measures, and evaluate individual performance in the context of a larger whole (e.g., a group or team). Managers who perceive their evaluation experiences as mostly negative will take a narrow, focused approach: they evaluate work actions only, use quantitative measures, and focus on the individual level. The result is two very different approaches to evaluating merit: focused and diffuse. Rectify the unfairness that they experienced if their evaluation outcomes were perceived as mostly bad.Reproduce the fairness that they experienced as employees if their evaluation outcomes were perceived as mostly good, or.When employees become managers and start to make merit-based decisions, they want to either ![]() Over time, employees solidify their understanding of merit based on these positive or negative evaluation experiences. In contrast, an employee who loses a promotion to another employee because the other person is considered more likable will consider that any evaluation of merit should exclude personal qualities such as likability. Following negative outcomes, employees will exclude in their understanding of what constitutes merit the decisive factors that led to the negative outcome.įor example, an employee who is promoted in part because of his or her likability (in addition to positive actions and results) will consider that personal qualities should be included when deciding merit. Following positive outcomes, employees will include in their understanding of what constitutes merit the decisive factors that led to the positive outcome. The source of these different views of merit is found, according to the research, in the evaluation experiences of the managers when they were employees-experiences that for most managers were perceived as either mostly good (leading to positive outcomes) or mostly bad (leading to negative outcomes).īased on the outcomes, employees form different understandings of merit. These differences are these different definitions or understandings of merit diverge in terms of content (for example, accomplishments only or accomplishments and personal attributes), metric (for example, qualitative measures versus quantitative measures), and unit (that is, the merit either involves the individual only or the individual and the team). The study showed that different managers have different ideas of what constitutes merit. For example, studies continue to show that women and minorities are paid less than their white male counterparts.Ī study from MIT and Berkeley offers one explanation for why companies and organizations are not living up to their meritocratic goals. However, the practice of meritocracy doesn’t often live up to the aspiration. Meritocracy is an ideal that today’s organizations strive for. Different evaluation experiences as employees can lead managers to different ideas about merit, complicating efforts for companies trying to establish merit-based processes for hiring, promoting, or rewarding people. ![]()
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