Building Result-Based Accountability in an Organization
ABSTRACT
The suggested approach can serve as a guide for building accountability, which promotes successful attainment of a desired organizational goal. The approach provides for the involvement of the largest possible number of employees working toward a result. First, a result structure for attaining an organizational goal is formed through the establishment of interrelation between corresponding tasks, determined by detailed elaboration of the sequential actions. Next, an accountability structure combining accountability levels, structural measures of accountability for the results of performing tasks, and skills relevant to each task is created. Third, the accountability structure and the reward conditions for acceptance of accountability for task performance are declared in an organization. Fourth, the tasks to be performed by employees are chosen, for which employees are to be held accountable as task performers or as task collaborators. The choice is realized by examination of the accountability structure and self-assessment of employee skills. Accountability acceptance is adjusted by the limitations. Fifth, the individual choices of employees are coordinated through discussion among employees with the participation of managers. As a result, heterogeneous collaborative teams to perform the tasks are formed through all levels organizational structure. Finally, building result-based accountability in an organization is completed through the flexible rewarding of employees for accountability acceptance. The reward is divided according to principle: The bigger the measure of accepted accountability is, the greater the reward the employees receive. The flexibility of reward correlates to adjustment of the size of the reward with regard to the roles of employees in task performance and the accountability measure of the employees.
The suggested approach can serve as a guide for building accountability, which promotes successful attainment of a desired organizational goal. The approach provides for the involvement of the largest possible number of employees working toward a result. First, a result structure for attaining an organizational goal is formed through the establishment of interrelation between corresponding tasks, determined by detailed elaboration of the sequential actions. Next, an accountability structure combining accountability levels, structural measures of accountability for the results of performing tasks, and skills relevant to each task is created. Third, the accountability structure and the reward conditions for acceptance of accountability for task performance are declared in an organization. Fourth, the tasks to be performed by employees are chosen, for which employees are to be held accountable as task performers or as task collaborators. The choice is realized by examination of the accountability structure and self-assessment of employee skills. Accountability acceptance is adjusted by the limitations. Fifth, the individual choices of employees are coordinated through discussion among employees with the participation of managers. As a result, heterogeneous collaborative teams to perform the tasks are formed through all levels organizational structure. Finally, building result-based accountability in an organization is completed through the flexible rewarding of employees for accountability acceptance. The reward is divided according to principle: The bigger the measure of accepted accountability is, the greater the reward the employees receive. The flexibility of reward correlates to adjustment of the size of the reward with regard to the roles of employees in task performance and the accountability measure of the employees.
Cite this paper
Jamal, A. , Essawi, M. and Tilchin, O. (2014) Building Result-Based Accountability in an Organization. Open Journal of Business and Management, 2, 195-203. doi: 10.4236/ojbm.2014.23024.
Jamal, A. , Essawi, M. and Tilchin, O. (2014) Building Result-Based Accountability in an Organization. Open Journal of Business and Management, 2, 195-203. doi: 10.4236/ojbm.2014.23024.
References
[1] Schlenker, B.R. (1997) Personal Responsibility. Applications of the Triangle Model. In: Cummings, L. and Staw, B., Eds., Research in Organizational Behavior, JAI Press, Greenwich, 241-301. [2] Evans, H.J. (2008) Winning with Accountability: The Secret Language of High-Performing Organizations. Corner Stone Leadership Institute, Dallas. [3] Samuel, M. (2001) The Accountability Revolution: Achieve Breakthrough Results in Half the Time. 2nd Edition, Facts on Demand Press, Tempe. [4] Samuel, M. (2012) Making Yourself Indispensable: The Power of Personal Accountability. Portfolio Hardcover, New York. [5] Mark, F. (2009) Trying Hard Is Not Good Enough. Book Surge Publishing, Victoria. [6] Bustin, G. (2014) Accountability: The Key to Driving a High-Performance Culture. McGraw-Hill, New York. [7] Mark, S. and Sophie, C. (2004) The Power of Personal Accountability: Achieve What Matters to You. Xephor Press, New York. [8] Worral, D. (2013) Accountability Leadership: How Great Leaders Build a High Performance Culture of Accountability and Responsibility. Worrall & Associates, Carlton. [9] Katzenbach, J.R. and Smith, D.K. (2006) The Wisdom of Teams: Creating the High-Performance Organization (Col- lins Business Essentials). Harper Business, New York. [10] Browning, H. (2012) Accountability: Taking Ownership of Your Responsibility. Pfeiffer, Greensboro. [11] Bergsteiner, H. (2012) Accountability Theory Meets Accountability Practice. Emerald Group Publishing Limited, Bingley. [12] Kraines, G. (2011) Accountability Leadership: How to Strengthen Productivity through Sound Managerial Leadership. The Career Press Inc., New York. [13] Frink, D.D. and Kimoski, R.J. (2004) Advancing Accountability Theory and Practice. Introduction to the Human Resource Management Review Special Edition. Human Resource Management Review, 14, 1-17. http://dx.doi.org/10.1016/j.hrmr.2004.02.001 [14] Grimshaw, J. and Baron, G. (2010) Leadership without Excuses: How to Create Accountability and High Performance (Instead of Just Talking about It). McGraw-Hill, New York. [15] Connors, R. and Smith, T. (2011) Change the Culture Change the Game. Penguin Group Inc., New York. [16] Essawi, M. (2012) The Value Confrontation Leadership Model. International Leadership Journal, 4, 72-82. http://www.tesc.edu/documents/ILJ_Summer_2012.pdf [17] Essawi, M. and Tilchin, O. (2012) Adaptive Collaboration Model for Organizational Change. American Journal of Industrial and Business Management, 2, 145-152.
http://dx.doi.org/10.4236/ajibm.2012.24019 [18] Abu-Hussain, J., Essawi, M. and Tilchin, O. (2014) Accountability for Project-Based Collaborative Learning. International Journal of Higher Education, 3, 127-135.
http://dx.doi.org/10.5430/ijhe.v3n1p127
[1] Schlenker, B.R. (1997) Personal Responsibility. Applications of the Triangle Model. In: Cummings, L. and Staw, B., Eds., Research in Organizational Behavior, JAI Press, Greenwich, 241-301. [2] Evans, H.J. (2008) Winning with Accountability: The Secret Language of High-Performing Organizations. Corner Stone Leadership Institute, Dallas. [3] Samuel, M. (2001) The Accountability Revolution: Achieve Breakthrough Results in Half the Time. 2nd Edition, Facts on Demand Press, Tempe. [4] Samuel, M. (2012) Making Yourself Indispensable: The Power of Personal Accountability. Portfolio Hardcover, New York. [5] Mark, F. (2009) Trying Hard Is Not Good Enough. Book Surge Publishing, Victoria. [6] Bustin, G. (2014) Accountability: The Key to Driving a High-Performance Culture. McGraw-Hill, New York. [7] Mark, S. and Sophie, C. (2004) The Power of Personal Accountability: Achieve What Matters to You. Xephor Press, New York. [8] Worral, D. (2013) Accountability Leadership: How Great Leaders Build a High Performance Culture of Accountability and Responsibility. Worrall & Associates, Carlton. [9] Katzenbach, J.R. and Smith, D.K. (2006) The Wisdom of Teams: Creating the High-Performance Organization (Col- lins Business Essentials). Harper Business, New York. [10] Browning, H. (2012) Accountability: Taking Ownership of Your Responsibility. Pfeiffer, Greensboro. [11] Bergsteiner, H. (2012) Accountability Theory Meets Accountability Practice. Emerald Group Publishing Limited, Bingley. [12] Kraines, G. (2011) Accountability Leadership: How to Strengthen Productivity through Sound Managerial Leadership. The Career Press Inc., New York. [13] Frink, D.D. and Kimoski, R.J. (2004) Advancing Accountability Theory and Practice. Introduction to the Human Resource Management Review Special Edition. Human Resource Management Review, 14, 1-17. http://dx.doi.org/10.1016/j.hrmr.2004.02.001 [14] Grimshaw, J. and Baron, G. (2010) Leadership without Excuses: How to Create Accountability and High Performance (Instead of Just Talking about It). McGraw-Hill, New York. [15] Connors, R. and Smith, T. (2011) Change the Culture Change the Game. Penguin Group Inc., New York. [16] Essawi, M. (2012) The Value Confrontation Leadership Model. International Leadership Journal, 4, 72-82. http://www.tesc.edu/documents/ILJ_Summer_2012.pdf [17] Essawi, M. and Tilchin, O. (2012) Adaptive Collaboration Model for Organizational Change. American Journal of Industrial and Business Management, 2, 145-152.
http://dx.doi.org/10.4236/ajibm.2012.24019 [18] Abu-Hussain, J., Essawi, M. and Tilchin, O. (2014) Accountability for Project-Based Collaborative Learning. International Journal of Higher Education, 3, 127-135.
http://dx.doi.org/10.5430/ijhe.v3n1p127