| >it's misaligned incentives. There's no magic solution to this, but more of a cause of a very wealthy country/economy full of bullshit jobs since there's more wealth to go around at that level than there are people needed to do the work which pays more than enough to ensure survival meaning people would rather not do their jobs if they could get away with it while still getting paid, which is basically a form of theft since you're not providing the service you agreed to do for money (imagine you paid plummers to fix your pipe and when you come home from work they didn't do shit but drink coffee and beer the whole day but still bill you) The majority of the workforce don't like their jobs or the employer or the boss, but rent still has to be paid. Do you think people assembling cars for Henry Ford dreamt of assembling cars for a living in a factory in order for the incentive to align? Dom you think the garbage men picking up your trash had that as their life aspirations? No, but they do it for money. Or the pool cleaners? Or the bus drivers? Or toilet cleaners? It would be cool if we all lived in some utopic society where everyone gets their dream job and does it for passion not money, and nobody ever does the shit jobs they don't want, but that's not where we ware. We take jobs that aren't our passion because they pay rent and ensure our survival, and that's how our modern society functions. In exchange for the money, employers expect the jobs we sign up for get done. It's a fair trade that's the basis of our developed western society. |
Sure there is. It's called OKRs.
OKRs are a popular management philosophy and framework used by organizations to set and achieve goals. The concept was first developed by Andy Grove at Intel and later popularized by John Doerr, who introduced it to companies like Google.
Here’s a breakdown of the OKR framework:
Objectives: These are high-level, qualitative goals that the organization or team aims to achieve. Objectives should be ambitious, inspirational, and aligned with the overall vision and mission of the organization.
Key Results: These are specific, measurable, and time-bound outcomes that indicate the progress towards achieving the objective. Typically, each objective has 3-5 key results. Key results should be quantifiable, making it clear whether the objective has been met by the end of the evaluation period.