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A '''results-only work environment''' ('''ROWE''') is a work approach in which employees are entirely autonomous and responsible for delivering outcomes. This managerial tactic redirects attention from the hours spent at work to the results generated.{{Citation needed|date=November 2023}} Leaders mentor performance and oversee the work itself, instead of micromanaging employees' time.<ref>{{Cite journal |last=Brown |first=A |date=May 2013 |title=Work Redefined |journal=Solutions Journal |volume=4 |issue=3 |pages=62–64}}</ref> |
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A '''Results Only Work Environment (ROWE)''' is a [[Human resources|human resource]] [[management strategy]] co-created by Jody Thompson and Cali Ressler<ref name="creators">{{cite web|url=http://gorowe.com/ |title=Results-Only Work Environment (ROWE) | CultureRx |publisher=Gorowe.com |date= |accessdate=2012-08-23}}</ref> wherein employees are paid for results (output) rather than the [[Working time|number of hours worked]].<ref name="smashing">{{cite web |url=http://www.businessweek.com/magazine/content/06_50/b4013001.htm |title=Smashing the Clock |date=December 11, 2006 |publisher=[[BusinessWeek]] |accessdate=2009-08-21 |url-status=dead |archiveurl=https://web.archive.org/web/20090514075744/http://www.businessweek.com/magazine/content/06_50/b4013001.htm |archivedate=2009-05-14 }}</ref> Cali and Jody [http://www.facebook.com/pages/The-Big-Dirty/58023536281?ref=ts&v=wall#!/ResultsOnlyWorkEnvironment], who originally proposed the strategy at [[Best Buy]], have since started a consulting group called CultureRx.<ref name="creators"/><ref name="gap">{{cite web |title=Gap To Employees: Work Wherever, Whenever You Want |url=http://www.businessweek.com/careers/managementiq/archives/2009/09/gap_to_employee.html |date=September 17, 2009 |accessdate=2010-02-21 |publisher=[[BusinessWeek]] |url-status=dead |archiveurl=https://web.archive.org/web/20100128101430/http://www.businessweek.com/careers/managementiq/archives/2009/09/gap_to_employee.html |archivedate=2010-01-28 }}</ref> The strategy has subsequently been implemented at a second large American retailer, [[Gap (clothing retailer)|Gap]].,<ref name="gap"/> as well as the Girl Scouts of San Gorgino, J.A. Counter and Associates, the Fairview Health Services I.T. Department.<ref name="approved">, The Garabian Group, the first ROWE accounting firm,{{cite web |url=http://gorowe.com/know-rowe/rowe-approved-companies/ |title=ROWE Approved Companies |date=January 1, 2010 |url-status=dead |archiveurl=https://web.archive.org/web/20100130212241/http://gorowe.com/know-rowe/rowe-approved-companies/ |archivedate=2010-01-30 }}</ref> ROWE tries to give managers the tools to define goals which can be clearly met or unmet by the results of individual contributors working for that manager. This focus on met or unmet results allows significant freedom to the organization to focus on fewer minute details of employee daily routine. |
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A results-only work environment provides employees with complete autonomy over the timing, location, and methodology of their work. Instead of being bound to a specific workplace or schedule, personnel are responsible for achieving desired outcomes.<ref name=":1">{{Cite news |last=Weikle |first=B |date=20 December 2021 |title=Forget 9 to 5. These experts say the time has come for the Results-Only Work Environment. |work=CBC Radio |url=https://www.cbc.ca/radio/costofliving/results-only-work-environment-1.6290492 |access-date=}}</ref> |
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== ROWE Companies == |
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A results-only work environment (ROWE) is a [[Modernity|modern work culture]] that rests on the principle that individuals are recruited to produce clear, measurable results.<ref name=":0" /> Managers focus on managing the work being accomplished rather than how other people work.<ref name=":2">{{Cite magazine |last=Newport |first=Cal |date=2021-07-09 |title=How to Achieve Sustainable Remote Work |url=https://www.newyorker.com/culture/cultural-comment/how-to-achieve-sustainable-remote-work |magazine=The New Yorker |language=en-US |access-date=2022-07-01}}</ref> |
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The increase in popularity of ROWE strategy can be seen in the number of companies implementing it. Recently, companies and agencies like GAP Inc., [https://97thfloor.com/ 97th Floor], [[Yum! Brands]], [http://mojomedialabs.com SpinWeb now Mojo Media Labs], Reserve Advisors Inc., [http://www.diwmsi.com Dixie iron Works], [http://www.gssgc.org Girl Scouts of San Gorgonio Council], [[Minnesota Department of Transportation]] and [[American Society of Clinical Oncology]] have been experimenting with ROWE.<ref name="ROWEcompanies">{{webarchive |url=https://web.archive.org/web/20170626055740/http://www.resultsonlywork.com:80/rowe-companies/ |date=June 26, 2017 |title=ROWE Companies}}</ref> Additionally, Sweden has recently brought up the 6-hour a day work strategy<ref>{{Cite web|title = Efficiency up, turnover down: Sweden experiments with six-hour working day|url = https://www.theguardian.com/world/2015/sep/17/efficiency-up-turnover-down-sweden-experiments-with-six-hour-working-day|website = the Guardian|accessdate = 2015-10-04|first = David Crouch in|last = Gothenburg}}</ref> in hope of increasing employee productivity. Experts suggest that this is a great step towards ROWE<ref>{{Cite web|title = Tired Of Working Too Much? Take A Tip From The Swedes And Try A 6-Hour Day|url = https://www.forbes.com/sites/francesbooth/2014/06/24/six-hour-working-day-sweden-gothenburg/|accessdate = 2015-10-04|first = Frances|last = Booth}}</ref> and also helps curb the consequences of [[Presenteeism]]. |
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== Origins == |
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Best Buy, once the biggest advocate of ROWE, has abandoned it. Its CEO Hubert Joly said "Depending on the skill and will of the individual, the right leadership style may be coaching, motivating or directing rather than delegating".<ref name="startribune.com">http://www.startribune.com/best-buy-ceo-on-leadership-a-comment-i-made-was-misconstrued/198546011/.</ref> ROWE is all about delegating to the employee and hoping that she will deliver. As Hubert Joly said "If you delegate to me the job of building a brick wall, you will be disappointed in the result!".<ref name="startribune.com"/> |
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In 2003, [[Best Buy]] headquarters in [[Minneapolis|Minneapolis, Minnesota]], initiated an innovation experiment called ROWE.<ref>{{cite news |title=Work When You Want, Where You Want? |url=https://abcnews.go.com/GMA/Springtime/story?id=4983600&page=1 |access-date=13 April 2024 |publisher=ABC News |date=2 June 2008}}</ref> Two employees, Jody Thompson and Cali Ressler, questioned the effectiveness of their work approach in generating optimal outcomes for both the company and its employees. They aimed to facilitate the employees, enabling the company to attain its desired results.<ref name=":0">{{Cite book |last1=Ressler |first1=C. |title=Why Management Sucks and How To Fix It: A Results-Only Guide to Taking Control of Work, Not People. |last2=Thompson |first2=J. |publisher=John Wiley & Sons, Inc |year=2013 |location=Hoboken |pages=1–3}}</ref> |
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Some researchers refer to this as a dual agenda.<ref>{{Cite book |last1=Kelly |first1=E. |title=Overload: How Good Jobs Went Bad and What We Can Do About It. |last2=Moen |first2=P. |publisher=Princeton University Press |year=2020 |location=Princeton |pages=7}}</ref> |
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ROWE creators, Jody Thompson and Cali Ressler, claim that many leaders misunderstand the true meaning of a ROWE; ROWE is not a management delegation program. Instead, they claim it is pure management innovation. According to them, each person in the organization is 100% accountable and 100% autonomous meaning that each employee understands what their measurable results are. They state that managers manage the work, not the people. Performance conversations are ongoing and teams are highly collaborative. Within ROWE everyone should be focused on the customer, say ROWE creators. "Bottom line? No results, no job." Managers become Results Coaches, and evolve into highly motivated individuals who create a culture of competence, not complacency, treating everyone as adults. |
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== Claimed advantages == |
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==Fundamentals== |
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Certified ROWE organizations report higher productivity, increased revenue, reduced turnover, and more successful recruitment.<ref name=":1" /> After achieving ROWE certification, JL Buchanan reported increases in [[employee engagement]], productivity, profits, and top line sales.<ref name="Vasel">{{Cite web |last=Vasel |first=Kathryn |date=2019-10-18 |title=These employers don't care when or where you work {{!}} CNN Business |url=https://www.cnn.com/2019/10/18/success/results-only-work-place/index.html |access-date=2022-07-01 |website=CNN |language=en}}</ref> Early adopters of the ROWE system at [[Canada Mortgage and Housing Corporation]] (CMHC) showed consistently higher employee engagement scores compared to their co-workers as measured by quarterly pulse surveys;<ref>Thompson, J (2018) The Results-Only Work Environment Case Study, CMHC, CultureRx, Minneapolis, MN.</ref> ROWE is purportedly the 'number one reason' new employees choose to work there.<ref name="Quarterly">{{Cite web |date=2020-08-16 |title=Home is where the future is |url=https://thecbq.ca/people-and-strategy-of-canada-mortgage-and-housing-corporation-senior-vice-president-marie-claude-tremblay-your-home-is-where-the-future-lies/ |access-date=2022-07-01 |website=The Canadian Business Quarterly |language=en-US}}</ref> |
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there are 5 fundamentals for ROWE to be successful: |
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# employees must understand what their role is in the company |
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# employees must understand what they are responsible for |
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# employees must understand what the measurement for success is |
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# employees must understand the repercussions of failing to meet the set measurement of success |
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# employees must be confident that the repercussion will be metered equally among other employees (there will be no favorites) |
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== |
=== Research === |
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[[Biomarker|Biomarker data]] (blood pressure, body mass index, a pre-diabetes marker evident in blood, and more{{Clarify|reason=What more|date=November 2023}}) was collected to create a cardio-metabolic risk score to predict the likelihood of a cardiovascular event. Employees who had higher risk scores at baseline reduced their risk of having a heart attack, stroke or other cardiovascular event by working in a ROWE when compared to a control group of employees not working in a ROWE.<ref>Berkman, Lisa F., Erin L. Kelly, Leslie B. Hammer, Frank Mierzwa, Todd Bodner, Tay MacNamara, Soomi Lee, Miguel Marino, Thomas W. McDade, Ginger Hanson, Phyllis Moen, and Orfeu M. Buxton. 2019. “Effects of a Workplace Intervention on Employee Cardiometabolic Risk: Evidence from the Work, Family, and Health Network.” Harvard Center for Population and Development Studies Working Paper, Cambridge, MA. |
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*[[Coworking]] |
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*[[Flextime]] |
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*[[Hot desking]] |
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*[[Telecommuting]] |
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*[[Presenteeism]] |
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*[[Piece work]] |
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AND |
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{{reflist}} |
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Marino, Miguel, Yi Li, Michael J. Pencina, Ralph B. D’Agostino, Lisa F. Berkman, and Orfeu M. Buxton. 2014. “Quantifying Cardiometabolic Risk Using Modifiable Non-Self-Reported Risk Factors.” '' American Journal of Preventive Medicine'' 47(2): 131-40.</ref> |
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Researchers collected saliva samples to measure [[cortisol]] levels before and after a ROWE implementation, and found a positive physiological effect on employees after the implementation.<ref>{{Cite journal |last1=Almeida |first1=David M. |last2=Lee |first2=Soomi |last3=Walter |first3=Kimberly N. |last4=Lawson |first4=Katie M. |last5=Kelly |first5=Erin L. |last6=Buxton |first6=Orfeu M. |date=2018-03-01 |title=The effects of a workplace intervention on employees' cortisol awakening response |url=http://dx.doi.org/10.1080/13668803.2018.1428172 |journal=Community, Work & Family |volume=21 |issue=2 |pages=151–167 |doi=10.1080/13668803.2018.1428172 |pmid=30078991 |pmc=6075734 |issn=1366-8803}}</ref> According to a [[Harvard Business School]] [[case study]] of a large organization, employees stated they "could not imagine returning to the old way of working".<ref>Groysberg, B. and Abbott, S. (2019) Canada Mortgage and Housing Corporation: “One CMHC” Version 3.0, Harvard Business School, No. 9-419-068''',''' Cambridge, MA</ref> |
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According to eWorkplace, a study conducted in the Twin Cities metro area found that no longer requiring employees to drive to and from the office during [[Rush hour|rush hour traffic]], reduces [[Greenhouse gas emissions|carbon emissions]] as well as [[wear and tear]] on roads.<ref>Humphrey School of Public Affairs, ''eWorkplace Final Report'' (2011), SRF No. 0106705 pp. 2, 34</ref> A Canadian government agency reported reduced gas emissions of 5.3 million kilometers.<ref name="Quarterly" /> |
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Working in a ROWE also assists employees dealing with family crises.<ref>{{Cite book |last1=Kelly |first1=Erin L. |url=http://dx.doi.org/10.1515/9780691200033 |title=Overload |last2=Moen |first2=Phyllis |date=2020-03-17 |publisher=Princeton University Press |isbn=978-0-691-20003-3 |pages=165–166 |doi=10.1515/9780691200033}}</ref> |
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=== Diversity, equity, and inclusion === |
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[[McKinsey & Company]] recognized the results-only work environment as an example of [[Diversity, equity, and inclusion|diversity-enabling]] infrastructure.<ref>Devillard, S., Bonin, G., Madgavkar, A., Krishnau, M., Pan, T., Zhang, H., Ng, M. (2019) Women Matter Report, “The present and future of women at work in Canada,” McKinsey & Company, Montreal, Toronto, Mumbai, Boston, p. 62</ref> CMHC uses all of the data it collects to inform its D&I strategy and create targeted interventions to address pain points. CMHC’s transition to a results-only work environment is an example of this.<ref>Devillard, S., Bonin, G., Madgavkar, A., Krishnau, M., Pan, T., Zhang, H., Ng, M. (2019) Women Matter Report, “The present and future of women at work in Canada,” McKinsey & Company, Montreal, Toronto, Mumbai, Boston, p. 73</ref> |
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=== Return on investment === |
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The estimated return on investing in ROWE is 1.68, meaning for every dollar invested, the company saves $1.68, including reduced [[absenteeism]], reduced [[presenteeism]], lower medical costs, and reduced voluntary turnover.<ref>{{Cite journal |last1=Barbosa |first1=Carolina |last2=Bray |first2=Jeremy W. |last3=Dowd |first3=William N. |last4=Mills |first4=Michael J. |last5=Moen |first5=Phyllis |last6=Wipfli |first6=Brad |last7=Olson |first7=Ryan |last8=Kelly |first8=Erin L. |date=September 2015 |title=Return on Investment of a Work–Family Intervention |url=http://dx.doi.org/10.1097/jom.0000000000000520 |journal=Journal of Occupational & Environmental Medicine |volume=57 |issue=9 |pages=943–951 |doi=10.1097/jom.0000000000000520 |pmid=26340282 |pmc=8919475 |issn=1076-2752}}</ref> |
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ROWE-certified companies tend to reduce real estate costs by decreasing dedicated work spaces for all employees.<ref name="Vasel"/> |
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=== Post-pandemic === |
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Watt Publishing closed its offices during the [[COVID-19 pandemic]] in 2020. Once public health conditions allowed them to re-open their office building, CEO Greg Watt did not change any policies or create complex re-entry plans. Watt reported that the company did not experience any kind of employee rebellion from unhappy employees.<ref name=":2" /> |
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[[Daniel H. Pink|Daniel Pink]] called ROWE the future of work.<ref>{{Cite web |date=2018-09-21 |title=The Results Only Work Environment - Eat Sleep Work Repeat |url=https://eatsleepworkrepeat.com/the-results-only-work-environment/ |access-date=2022-07-01 |website=Eat Sleep Work Repeat - Make Work Better |language=en}}</ref> In his book, ''Drive'', Daniel Pink recognizes Jody Thompson as one of the six business leaders who offer wise guidance for designing organizations that promote autonomy, mastery, and purpose.<ref>{{Cite book |last=Pink |first=Dan |title=Drive: The Surprising Truth about What Motivates Us |publisher=Riverhead Books |year=2009 |location=New York |pages=195, 199}}</ref> |
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== Criticism == |
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Less than a year into his job, in which he was tasked with turning around a company considered on the brink of bankruptcy, former CEO [[Hubert Joly]] said that Best Buy’s program had given employees too much independence.<ref>{{Cite news |last=McMahon |first=T. |date=7 November 2013 |title=The War on Work Life Balance |work=MacLean's |url=https://www.macleans.ca/economy/business/out-of-office-out-of-luck/}}</ref> |
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CMHC reported that employees spend less time socializing with coworkers at the office and that ROWE focused too much on the individual.<ref name=":3">{{Cite journal |last1=Groysberg |first1=B. |last2=Abbott |first2=S. |date=2019 |title=Canada Mortgage and Housing Corporation: "One CMHC" Version 3.0." |journal=Harvard Business School - 9-419-068 |publication-place=Cambridge, MA}}</ref> |
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{{Reflist}} |
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[[Category:Human resource management]] |
[[Category:Human resource management]] |
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Latest revision as of 16:59, 17 April 2024
 | This article contains promotional content. (October 2011) |
 | This article may need to be rewritten to comply with Wikipedia's quality standards. (October 2022) |
A results-only work environment (ROWE) is a work approach in which employees are entirely autonomous and responsible for delivering outcomes. This managerial tactic redirects attention from the hours spent at work to the results generated.[citation needed] Leaders mentor performance and oversee the work itself, instead of micromanaging employees' time.[1]
A results-only work environment provides employees with complete autonomy over the timing, location, and methodology of their work. Instead of being bound to a specific workplace or schedule, personnel are responsible for achieving desired outcomes.[2]
A results-only work environment (ROWE) is a modern work culture that rests on the principle that individuals are recruited to produce clear, measurable results.[3] Managers focus on managing the work being accomplished rather than how other people work.[4]
Origins
[edit]In 2003, Best Buy headquarters in Minneapolis, Minnesota, initiated an innovation experiment called ROWE.[5] Two employees, Jody Thompson and Cali Ressler, questioned the effectiveness of their work approach in generating optimal outcomes for both the company and its employees. They aimed to facilitate the employees, enabling the company to attain its desired results.[3]
Some researchers refer to this as a dual agenda.[6]
Claimed advantages
[edit]Certified ROWE organizations report higher productivity, increased revenue, reduced turnover, and more successful recruitment.[2] After achieving ROWE certification, JL Buchanan reported increases in employee engagement, productivity, profits, and top line sales.[7] Early adopters of the ROWE system at Canada Mortgage and Housing Corporation (CMHC) showed consistently higher employee engagement scores compared to their co-workers as measured by quarterly pulse surveys;[8] ROWE is purportedly the 'number one reason' new employees choose to work there.[9]
Research
[edit]Biomarker data (blood pressure, body mass index, a pre-diabetes marker evident in blood, and more[clarification needed]) was collected to create a cardio-metabolic risk score to predict the likelihood of a cardiovascular event. Employees who had higher risk scores at baseline reduced their risk of having a heart attack, stroke or other cardiovascular event by working in a ROWE when compared to a control group of employees not working in a ROWE.[10]
Researchers collected saliva samples to measure cortisol levels before and after a ROWE implementation, and found a positive physiological effect on employees after the implementation.[11] According to a Harvard Business School case study of a large organization, employees stated they "could not imagine returning to the old way of working".[12]
According to eWorkplace, a study conducted in the Twin Cities metro area found that no longer requiring employees to drive to and from the office during rush hour traffic, reduces carbon emissions as well as wear and tear on roads.[13] A Canadian government agency reported reduced gas emissions of 5.3 million kilometers.[9]
Working in a ROWE also assists employees dealing with family crises.[14]
Diversity, equity, and inclusion
[edit]McKinsey & Company recognized the results-only work environment as an example of diversity-enabling infrastructure.[15] CMHC uses all of the data it collects to inform its D&I strategy and create targeted interventions to address pain points. CMHC’s transition to a results-only work environment is an example of this.[16]
Return on investment
[edit]The estimated return on investing in ROWE is 1.68, meaning for every dollar invested, the company saves $1.68, including reduced absenteeism, reduced presenteeism, lower medical costs, and reduced voluntary turnover.[17]
ROWE-certified companies tend to reduce real estate costs by decreasing dedicated work spaces for all employees.[7]
Post-pandemic
[edit]Watt Publishing closed its offices during the COVID-19 pandemic in 2020. Once public health conditions allowed them to re-open their office building, CEO Greg Watt did not change any policies or create complex re-entry plans. Watt reported that the company did not experience any kind of employee rebellion from unhappy employees.[4]
Daniel Pink called ROWE the future of work.[18] In his book, Drive, Daniel Pink recognizes Jody Thompson as one of the six business leaders who offer wise guidance for designing organizations that promote autonomy, mastery, and purpose.[19]
Criticism
[edit]Less than a year into his job, in which he was tasked with turning around a company considered on the brink of bankruptcy, former CEO Hubert Joly said that Best Buy’s program had given employees too much independence.[20]
CMHC reported that employees spend less time socializing with coworkers at the office and that ROWE focused too much on the individual.[21]
References
[edit]- ^ Brown, A (May 2013). "Work Redefined". Solutions Journal. 4 (3): 62–64.
- ^ a b Weikle, B (20 December 2021). "Forget 9 to 5. These experts say the time has come for the Results-Only Work Environment". CBC Radio.
- ^ a b Ressler, C.; Thompson, J. (2013). Why Management Sucks and How To Fix It: A Results-Only Guide to Taking Control of Work, Not People. Hoboken: John Wiley & Sons, Inc. pp. 1–3.
- ^ a b Newport, Cal (2021-07-09). "How to Achieve Sustainable Remote Work". The New Yorker. Retrieved 2022-07-01.
- ^ "Work When You Want, Where You Want?". ABC News. 2 June 2008. Retrieved 13 April 2024.
- ^ Kelly, E.; Moen, P. (2020). Overload: How Good Jobs Went Bad and What We Can Do About It. Princeton: Princeton University Press. p. 7.
- ^ a b Vasel, Kathryn (2019-10-18). "These employers don't care when or where you work | CNN Business". CNN. Retrieved 2022-07-01.
- ^ Thompson, J (2018) The Results-Only Work Environment Case Study, CMHC, CultureRx, Minneapolis, MN.
- ^ a b "Home is where the future is". The Canadian Business Quarterly. 2020-08-16. Retrieved 2022-07-01.
- ^ Berkman, Lisa F., Erin L. Kelly, Leslie B. Hammer, Frank Mierzwa, Todd Bodner, Tay MacNamara, Soomi Lee, Miguel Marino, Thomas W. McDade, Ginger Hanson, Phyllis Moen, and Orfeu M. Buxton. 2019. “Effects of a Workplace Intervention on Employee Cardiometabolic Risk: Evidence from the Work, Family, and Health Network.” Harvard Center for Population and Development Studies Working Paper, Cambridge, MA. AND Marino, Miguel, Yi Li, Michael J. Pencina, Ralph B. D’Agostino, Lisa F. Berkman, and Orfeu M. Buxton. 2014. “Quantifying Cardiometabolic Risk Using Modifiable Non-Self-Reported Risk Factors.” American Journal of Preventive Medicine 47(2): 131-40.
- ^ Almeida, David M.; Lee, Soomi; Walter, Kimberly N.; Lawson, Katie M.; Kelly, Erin L.; Buxton, Orfeu M. (2018-03-01). "The effects of a workplace intervention on employees' cortisol awakening response". Community, Work & Family. 21 (2): 151–167. doi:10.1080/13668803.2018.1428172. ISSN 1366-8803. PMC 6075734. PMID 30078991.
- ^ Groysberg, B. and Abbott, S. (2019) Canada Mortgage and Housing Corporation: “One CMHC” Version 3.0, Harvard Business School, No. 9-419-068, Cambridge, MA
- ^ Humphrey School of Public Affairs, eWorkplace Final Report (2011), SRF No. 0106705 pp. 2, 34
- ^ Kelly, Erin L.; Moen, Phyllis (2020-03-17). Overload. Princeton University Press. pp. 165–166. doi:10.1515/9780691200033. ISBN 978-0-691-20003-3.
- ^ Devillard, S., Bonin, G., Madgavkar, A., Krishnau, M., Pan, T., Zhang, H., Ng, M. (2019) Women Matter Report, “The present and future of women at work in Canada,” McKinsey & Company, Montreal, Toronto, Mumbai, Boston, p. 62
- ^ Devillard, S., Bonin, G., Madgavkar, A., Krishnau, M., Pan, T., Zhang, H., Ng, M. (2019) Women Matter Report, “The present and future of women at work in Canada,” McKinsey & Company, Montreal, Toronto, Mumbai, Boston, p. 73
- ^ Barbosa, Carolina; Bray, Jeremy W.; Dowd, William N.; Mills, Michael J.; Moen, Phyllis; Wipfli, Brad; Olson, Ryan; Kelly, Erin L. (September 2015). "Return on Investment of a Work–Family Intervention". Journal of Occupational & Environmental Medicine. 57 (9): 943–951. doi:10.1097/jom.0000000000000520. ISSN 1076-2752. PMC 8919475. PMID 26340282.
- ^ "The Results Only Work Environment - Eat Sleep Work Repeat". Eat Sleep Work Repeat - Make Work Better. 2018-09-21. Retrieved 2022-07-01.
- ^ Pink, Dan (2009). Drive: The Surprising Truth about What Motivates Us. New York: Riverhead Books. pp. 195, 199.
- ^ McMahon, T. (7 November 2013). "The War on Work Life Balance". MacLean's.
- ^ Groysberg, B.; Abbott, S. (2019). "Canada Mortgage and Housing Corporation: "One CMHC" Version 3.0."". Harvard Business School - 9-419-068. Cambridge, MA.