| Author: | Kerr, S. |
| Title: | HBR case study: The best-laid incentive plans |
| Journal: | Harvard Business Review
2003 : JAN, VOL. 81:1, p. 27-33, 34-37 |
| Index terms: | Budgeting Incentives Management Finance Performance appraisal Case studies USA |
| Language: | eng |
| Abstract: | This fictional case study presents Hiram Phillips, the chief financial and chief administrative officer of Rainbarrel Products. He felt that he had single-handedly turned the company's performance around. He had only been at Rainbarrel a year, but according to his measures the company's numbers had already improved by leaps and bounds. Now the day had come for him to share the positive results of his new performance management system with his colleagues. Everything looked positively rosy, until some questionable information began to trickle in from other meeting participants. The new performance metrics and incentives had indeed been affecting overall performance, but not for the better. Four commentators discuss whether Rainbarrel should revisit its approach to performance management. |
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