ROWE
Results-Oriented Work Environment
Is the concept of ROWE (a results-oriented work environment) really feasible in a global marketplace? Is it a threat to teamwork or is it the reality of a 24/7 world with guild barriers between work and private life?
The results-oriented work environment (ROWE) model has gained a significant amount of attention in recent years and many companies have tried to implement it at different levels. The primary tenet of the ROWE model focuses on the fact that employees should be paid for results as opposed to the number of hours worked. This strategy can empower employees to design their own schedules and be responsible for their own performances. This also frees the responsibilities of the management team so that they can focus more of their time on value creating activities as opposed to having to micro-manage employees' schedules and daily activities. The employees also can be highly motivated by this model and leverage their empowerment to meet organizational goals. However, this approach remains highly controversial and has been subject to much criticism. This analysis will look at some of the arguments made for and against the ROWE model.
Rowe Builds Leadership
The argument has been made that leaders can be more effective if they delegate more responsibilities to their employees. This assertion rests on the premise that employees are able to set their own schedules, prioritize their own activities, and be responsible for their own performances.
"What ROWE does is make an organization more employee driven than management driven. A manager isn't in charge of assigning goals and making sure employees show up every day at 8 a.m. Instead, the manager is there to help a team develop results, track those results and clear barriers to performance. Each ROWE team is expected to work together to develop an agreement that lays out what results each employee...
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