results based makes good people do bad things - and the poor receive much poorer service
payment by results is a simple idea: people and organizations should pay for what they offer. Who could it mean? If your job is to get people back to work, and then find a damn job.
Many people who work in local government and public services are beginning to realize it's stupid and absurd that pernicious pest. The evidence is very clear: if you pay (or fail performance) based on a set of predefined results, make poor services to people in need. These are the most vulnerable, the marginalized, the poorest who suffer most are paid to the result.
Here's why: payment by results not reward organizations that help people get what they need, but which recognizes organizations to produce data on the objectives, but the rewards for organizations fictions of his staff are able to invent what they have accomplished, but that pays people for porkies
know that common things occur when people use payment by results and other results-based management systems performance. There have been many studies showing that such systems distort the priorities of the organization and make organizations focus on doing bad things - and people who lie
This lie has all sorts of ways. Some are subtle forms of deception: the teachers who teach to the test or only among students for exams they know what will happen, employment support to help those who can not find a job and ignore the poor or hospitals that reclassify cars as beds, and keep people in ambulances waiting at the door of the hospital until they know that you can see inside a target time . In the literature, this is called the gameplay. part of the lie is less subtle. People are only results. Last year scandal delivery of employment programs A4e is another in the long line of random measurement results.Gwyn Bevan and Christopher Hood, teachers in the management of the London School of Economics and Oxford University, respectively, have analyzed the impact of performance targets within the NHS. They concluded that "the goal of performance-based management always creates" game ". Other times, not. Not often. Forever.
Unfortunately, the distortion of the practice of performance pay does not stop with the directors. The data show that also undermines the practice of frontline workers. It turns out that the relationship between the worker and the customer support back. When pay for performance practices are put in place, workers have often asked customers "How can I help you get what you need?" instead of thinking, "How can I help produce the data I need?"This is demonstrated in the study Cottom Hilaire that social workers spend their time doing:
spending time with social workers, such as Ryan, who works with his son Tom, we saw that 86% of the time is a duct system - filling out forms for accountability and discuss with colleagues. More surprisingly, even 14% of time spent face to face with a family member is not development. Dialogue between Ryan and Tom is dictated by the shapes and their need for data and information. This prevents any possibility of this kind of conversation you may have to develop a supportive relationship as a first step to promote change.
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