The Challenges of Behavioral Management

Abstract

The T&Z program was in its trial phase when I joined the company. The company had paid a consulting firm a substantial amount of money to craft the program, document it, and train the trainers. Every employee had been sent to off-site training and the human resources department installed several mechanisms to establish, support, and manage the program. The sizable investment reflected how deeply the president of the company and the senior vice president of human resources believed in the program. The rank-and-file had a much different outlook on the new approach to performance management. The most common refrains I heard were: “Yeah, yeah, yeah,” “Here we go again,” and, “We’ll see.”