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Evaluating an Incentive SystemHarold Small Joined Morton Electric Company Eight

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Evaluating an Incentive SystemHarold Small joined Morton Electric Company eight months ago as Vice President of Personnel Administration.Morton Electric Company is a small regional public utility serving 50,000 customers in three communities and the surrounding rural area.Electricity is generated at a central plant,but each community has a substation and its own work crew.The total labor force at the central plant and three substations,exclusive of administrative and clerical personnel,numbers 180 people.
Small designed and introduced a Performance Evaluation and Review System (PERS)shortly after joining Morton.This system was based upon a similar system he had developed and administered in his prior position with a small company.He thought the system had worked well and that it could be easily adapted for use at Morton.The purpose of PERS,as conceived by Small,is to provide a positive feedback system for evaluating employees that would be uniform for each class of employees.Thus,the system would indicate to employees how they were performing on the job and help them correct any shortcomings.The Plant Supervisors and Field Supervisors are responsible for administering the system for the plant workers and the substation crew workers respectively.The General Supervisors are responsible for the Plant/Field Supervisors.Employees get personal PERS Reports monthly informing them of their current status,and there is a review and evaluation every six months.PERS is based on a point system in an attempt to make it uniform for all workers.There are eight categories for evaluation with a maximum number of points for each category and a total of 100 points for the system.The eight categories for the plant and crew workers and the maximum number of points in each category are as follows.

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