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Employee ownership + accountability = competitive advantage: Precor drives organizational change

机译：员工拥有权+问责制=竞争优势：Precor推动组织变革

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摘要

Purpose - It is well recognized that fast-growing companies can outpace their systems and infrastructure. Similarly, rapidly growing companies can outgrow their corporate culture. This case study aims to address training that replaces an established yet outgrown corporate culture with a dynamic culture suitable for the growing organization. Design/methodology/approach - Global fitness equipment leader Precor has achieved cultural change through a strategy founded in increasing - and rewarding - personal accountability for results. Through training, Precor established direct connections between each employee and the corporation's financial performance. A system of ongoing communications and rewards supports the change over time. The process included institutionalized and depth delivery of company-wide communications, performance management processes, and reward-and-recognition programs. Findings - Through training, an organization can successfully transition individuals and departments to embrace a culture of personal ownership, accountability and reward. Financial benefits also accrue: since Precor committed to organizational change, corporate revenues have increased by more than 50 percent, and profitability is up more than 200 percent. Practical implications - Management can institutionalize a culture of personal ownership and accountability that generates superior financial results. Originality/value - Human resources and training executives interested in significantly increasing their organization's business results can gain insight into building employee accountability and individual links and ownership of their company's results.
机译：目的-众所周知，快速发展的公司可以超越其系统和基础架构。同样，快速发展的公司可以超越其企业文化。本案例研究旨在解决培训问题，该培训以适合不断发展的组织的动态文化来代替已建立但过时的公司文化。设计/方法/方法-全球健身器材领导者Precor通过建立一种策略来实现文化变革，该策略建立在提高（并奖励）个人对结果的责任感上。通过培训，Precor在每个员工与公司财务业绩之间建立了直接联系。持续沟通和奖励的系统支持随着时间的变化。该流程包括公司范围内沟通的制度化和深度交付，绩效管理流程以及奖励和认可计划。调查结果-通过培训，组织可以成功地过渡个人和部门，以接受个人拥有，负责和奖励的文化。财务收益也随之增加：自Precor致力于组织变革以来，公司收入增长了50％以上，利润率增长了200％以上。实际意义-管理层可以将产生所有权和财务责任的文化制度化，从而产生出色的财务业绩。原创性/价值-对显着提高组织业务绩效感兴趣的人力资源和培训主管可以深入了解建立员工问责制以及个人对公司结果的联系和所有权。

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