Act-to-product contingencies as a factor underlying the effectiveness of the Productivity Measurement and Enhancement system (ProMES)

Due to the character of the original source materials and the nature of batch digitization, quality control issues may be present in this document. Please report any quality issues you encounter to digital@library.tamu.edu, referencing the URI of the item.Includes bibliographical references (leaves 35-37).Issued also on microfiche from Lange Micrographics.The Productivity Measurement and Enhancement System (ProMES) is an intervention that relies on feedback and personnel participation to increase organizational productivity. Over the years, it has produced very positive results upon implementation. However, there is a lot of variability in the effectiveness of ProMES. The following study examines a possible source of this variability in results; namely, the relationship between a person's behaviors and the products of those behaviors (labeled act-to-product contingencies). A scale was developed to assess the quality of act-to-product contingencies in ProMES target units. The score on this scale was then used to analyze the effects of act-to-product contingencies on the target unit's overall productivity. After the deletion of one item, the act-to-product contingency scale possessed an acceptable reliability. There was partial support for the hypothesis that clearly perceived act-to-product contingencies are related to overall effectiveness. Implications for the further study of act-to-product contingencies and their impact in applied settings are discussed