TITLE : SCHUSTER REPORT: THE PROVEN CONNECTION BETWEEN PEOPLE AND PROFITS, THE.

Contents
 
 
THE GENESIS OF STRATEGY A
 
1 The Origins o! Strategy A  3
 
 Why Productivity Is Important  3
 What Japan Has Learned about Management
  from the United States  4
 The Research Design  9
 The Relationship between HRM Practices and
  Financial Criteria  11
 What Employees Say about HRM Practices  12
 American Firms Have Been Slow to Adopt
  Progressive HRM Practices  13
 The Seven Steps of Strategy A  15
 
2 The Theory Behind Straten A  21
 
 The Hawthorne Studies and the Birth of a New
  Idea  21
 Douglas McGregor, the Philosopher, and the
  Values of Strategy A  26
 Rensis Likert, the Technician, and the Concept
  of Measurement  33
 Chris Argyris, the Management Critic, and
  Shortcomings of Traditional Strategies  37
 From Hawthorne to Strategy A  39
 
3 Patterns IOT Success: Companies that Utilize
  Major Portions of Strategy A  41
 
 Evidence of the Connection between "Attention
  to Employees" and Performance  43
 IBM  46
 Donnelly Mirrors, Inc.  55
 
IMPLEMENTING STRATEGY A
 
4 Measuring the Human Organization: Step 1
  of Strategy A  65
 
 The Link Between Culture and Performance  67
 Collecting Data that Coincide with Organization
  Objectives  69
 The Hunum Resources Index Concept Was First
  Used in the 1960s  71
 What Are the Uses of the HRI?  77
 
5 Acting on Key Opportunities for
  Improvement: Step 2 of Strategy A  83
 
 The Crucial Role of Communication  85
 The Power of Participation  90
 Motivating Improved Work Performance by
  Tying Pay Directly to Performance  93
 Maximizing the ROI in Compensation through
  Flexibility  96
 The Direct Approach: Paying People to Improve
  Productivity  100
 
6 Paying Executives and Managers for
  Effective HRM: Step 3 of Strategy A  103
 
 Long-Term versus Short-Term Focus  105
 Measuring Executive Performance  109
 Setting Performance Objectives for Effective
  Management of People As Well As for Profit,
  Efficiency, and Growth  115
 Incentive Pay Plans for Executives and
  Managers  116
 
7 Breaking Down the Barriers to Participation,
  Communication, and Contribution: Step 4 of
  Strategy A  119
 
 Have Some of Our Status Symbols Outlived
  Their Usefulness?  120
 One Lesson We CAN Learn from the Japanese  121
 People Express  125
 Other Companies Exemplifying Egalitarian
  Cultures  129
 
8 Involving Employees in Planning and
  Implementing Changes: Step 5 of
  Strategy A  139
 
 Reporting Changes Already Initiated by
  Management  140
 Stimulating Participation by Soliciting Ideas for
  Further Change  143
 
9 Remeasuring the Climate and Condition of
  the Human Ortyanization Annually: Step 6
  of Strategy A  147
 
 Uses of the Climate Survey  149
 
10 Reinforcing Stratery A: Step 7 of Stratery A  155
 
 Determining the Correlation between Climate
  Survey Data and Hard Criteria of Organizational
  Performance  155
 Reinforcing Success  157
 Planning Modifications Where Necessary  158
 
11 A Final Word: Do It Now  159
 
 Throwing Off Complacency and Inertia  160
 The Payoff in Fun and Excitement  163
 Productive Organizations Can Afford to Be
  Humane  163
 Strategy A: Seven Steps to Higher Productivity
  through Effective Use of Human Resources  164
 
Bibliography  167
 
Appendix Detailed Findings of the HRM
         Practices Research  171
 
 Method  174
 Results  177
 Discussion and Conclusions  184
 
Index  189