Managing without measuring: A study of an electricity distribution company

Purpose: The purpose of this paper is to present an exception to the common belief "If you can't measure it, you can't manage it". It aims to show how in certain situations particular practices, attitudes and cultures can remove the need for individual performance measurement. Design/methodology/approach: First, the paper identifies the usual roles of performance measurement in managing individual employees as described by control and motivation theorists. Second, it identifies a market-leading organisation where managers deliberately refuse to use their top-level performance measurement system to manage the performance of individual employees. A case study is carried out to test what non-measurement mechanisms fulfil the roles of individual performance measurement in this organisation. Findings: Building on situations observed at this company, a set of possible characteristics of companies that do not require formalised individual performance measurement systems in order to achieve high performance standards is put forward. Practical implications: Managers should not always assume that individual performance measurement is the only way to achieve excellent performance. This study shows that, by granting responsibilities and providing appropriate support, managers can channel workers' enhanced motivation towards meeting wider organisational goals. Originality/value: This work broadens the understanding of how excellent performance can be achieved. It shows that excellence can be achieved through practices based on shared values linked to motivation, trust, and a common sense of mission, without the need to install individual performance measurement systems based on cybernetic principles. © Emerald Group Publishing Limited.

Experimental study of homogenisation in grid turbulence

Turbulence statistics have been measured immediately downstream of a regular grid made of round rods with rod spacing M. 2D-2C PIV was used to analyse a measurement area of 14M x 4M in the down and cross-stream directions respectively. The relevant Reynolds number span the range Re M = U ∞M/ν = 5 500 - 16 500. The Reynolds shear stresses recorded on two parallel measurement planes differently located relative to the grid exhibit significant discrepancies over the first 5M, but have completely homogenised in the cross-stream direction by x/M = 7. The downstream evolution of the two-point velocity correlation functions shows a progressive loss of coherence and a clear trend towards the expected isotropic behavior. The same conclusions apply to measurements taken in the wake of another regular grid made of square rods. Changes in the vortex shedding pattern from the grid were observed at the lowest Reynolds number, with two of the four rod wakes captured shedding in phase with each other but in anti-phase with a third one. The impact of this early flow coherence on the turbulence statistics did not persist due to the homogenisation process.

I did that! Measuring users' experience of agency in their own actions

Cognitive neuroscience defines the sense of agency as the experience of controlling one's own actions and, through this control, affecting the external world. We believe that the sense of personal agency is a key factor in how people experience interactions with technology. This paper draws on theoretical perspectives in cognitive neuroscience and describes two implicit methods through which personal agency can be empirically investigated. We report two experiments applying these methods to HCI problems. One shows that a new input modality - skin-based interaction - can substantially increase users' sense of agency. The second demonstrates that variations in the parameters of assistance techniques such as predictive mouse acceleration can have a significant impact on users' sense of agency. The methods presented provide designers with new ways of evaluating and refining empowering interaction techniques and interfaces, in which users experience an instinctive sense of control and ownership over their actions. Copyright 2012 ACM.