Morgan Stanley

15.
660
Strategic Human Resource
Management
MIT Sloan School of Management

Objectives
• Apply and integrate the course material

in an analysis and discussion of the
Morgan Stanley case today.
• Consider what and how John Mack

should proceed in implementing his
new strategy and vision for Morgan…
with special attention to the alignment
and consistency of HR levers.
Questions
? Why does Mack want a “one-firm firm”?

? What would a “one-firm firm” look like?
? What is different?
Morgan Stanley Mission
Statement
Our goal is to be the world’s best investment bank and the firm of
choice for our clients, our people, and our shareholders.
We will succeed by meeting the global needs of our clients -- both

providers and users of capital -- at a level of performance which is
exceptional. This commitment to add maximum value will be
characterized by extraordinary effort and innovation, and by
conducting ourselves with absolute integrity.
Morgan Stanley’s people are the source of our competitive

advantage. We will distinguish ourselves by creating an
environment that fosters teamwork and innovation, by developing
and utilizing our employees’ abilities to the fullest, and by treating
each other with respect and dignity.
Goals for the new performance
system
? Enhance the professional development of all employees.

? Achieve greater objectivity and fairness, and base
performance evaluation on explicit performance criteria that
broadly define desired behavior.
? Increase real-time feedback.
? Recognize superior, long-term professional performance.
? Provide the primary basis for annual compensation and
promotion decisions.
? Provide more substantive annual performance appraisals.
? Encourage teamwork.
? Increase cross-departmental and cross-divisional feedback.
? Increase the consistency and confidentiality of the process.
Mini-lecture
Performance Appraisal Systems

Deming on Performance Ratings
Performance evaluations leave “people bitter,

despondent, dejected, some even depressed, all unfit
for work for weeks after rating, unable to comprehend
why they are inferior. It is unfair, as it ascribes to the
people in a group differences that may be caused
totally by the system that they work in... People ask
how I grade my students. I give them all an ‘A.’ How
do I know who will be great? How do I know what
they will do in future years?”
Do
Do you
you agree
agree with
with him?
him?
Purposes of Performance
Appraisal
? Communicate strategy, values, expectations.

? Build the culture
? Evaluation
? Current job (e.g., salary and bonus)
? Future jobs (e.g., promotion)
? Development and Feedback
? Legal defense
? Hiring and promotion decisions
? Validation
? Equity and fairness
Problems in Performance Rating
? Halo
? Stereotypes
? Overweight negative information
? Lack of sufficient observation
? Memory: primacy / recency
? Leniency
? Central tendency
? Justification for salary
? Ability to write
Performance
Management Pros Cons
System
Trait Ratings
Global rating
Forced Ranking
MBO
BARS / BES
360 Degree
Evaluating Rating Formats
Rating Formats
Trait Forced BARS MBO 360
Rating Ranking Degree
1. Acceptability, poor poor good good very

feedback good
2. Appropriate fair good good good good

for Rewards
3. Accuracy, poor fair good good very

Validity good
360 degree feedback
Peers
Peers
Internal External
External
Internal
Customers Customers
Customers
Customers
Focal
Focal
Person
Person
Boss Self-
Self-
Boss
Appraisal
Appraisal
Subordinates
Subordinates
Companies Using 360º Systems
? Alcoa ? Merck
? American Airlines ? Herman Miller
? AT&T ? J.P. Morgan
? American Express ? Morgan Stanley
? Boeing ? Motorola
? General Electric ? Procter & Gamble
? Glaxo ? Levi Strauss
? General Mills ? 3M
? Hewlett-Packard ? UPS
? Intel ? FedEx
? Monsanto ? Compaq
Benefits of 360 degree
appraisal
? Validity and accuracy

? Better acceptance by people rated
? Promotes equity
? Legal protection
? Diversity
? Useful when spans of control are large
? Better for knowledge workers
? More appropriate for team-based system
? Appropriate for empowered cultures
Common Pitfalls
? Lack of safeguards
? Over-reliance on technology
? Administrative overhead
? Incongruence with the culture
? Incongruence with other systems
? Cronyism in selection of raters
? Lack of training
? Lack of supervision and follow up
? Results in too much data
? Not linked to key success factors
Some Issues to Resolve
? What’s the purpose (feedback, rewards)?

? How are the raters selected?
? Who sees the results?
? How is rater anonymity protected?
? What dimensions are evaluated?
Guidelines for Effective
Performance Appraisal
? Make sure the performance rating process is

strategically useful; i.e., based on the key
success factors needed for execution.
? Involve those being rated in the development of
the rating scheme.
? Insure that the process is related to job
performance and meets legal requirements.
? Train the raters on evaluation and feedback.
Legally Defensible Performance
Appraisal
? Standards should be based on job analysis.

? Standards communicated to employees.
? Evaluations based on specific dimensions.
? Dimensions defined in behavioral terms and
supported by objective, observable evidence.
? Raters should be trained and valid.
? When possible, more than one rater is used.
? Appraisal fits the cycle of work.
? Documentation of extreme ratings is done.
? Formal appeal process is available.
Conclusion
? Next Class:
? Rob Parson at Morgan Stanley
References & Resources
The Investment Banking Industry
• Eccles, Robert G. and Dwight B. Crane. Doing Deals: Investment Banks at Work. Harvard Business
Scool Press, 1988.
• Lewis, Michael. Liar’s Poker. NY: Penguin Books, 1989.
• Partnoy, Frank. F.I.A.S.C.O.:Blood in the Water on Wall Street. 1997. N.Y.: W.W. Norton &
Company
Performance Appraisal
• Kevin R. Murphy and Jeanette N. Cleveland, Understanding Performance Appraisal: Social,
Organizational, and Goal-Based Perspectives (Thousand Oaks, CA: Sage Publications), 1995.
• Lepsinger, R. and A. D. Lucia (1997). The Art and Science of 360-degree Feedback. San Francisco,
Pfeiffer.
Also, most human resource management text books devote a chapter to performance appraisal.
• Baron, J. N. and D. M. Kreps (1998). Strategic Human Resources: Frameworks for General
Managers. New York, John Wiley & Sons.
• George T. Milkovich and John W. Boudreau, Human Resource Management, 8th Edition (Chicago:
Irwin), 1997.
• Susan E. Jackson and Randall S. Schuler, Managing Human Resources: A Partnership Perspective, 7th
Edition (Cincinnati: Southwestern College Publishing), 2000.

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15.

MIT Sloan School of Management

• Apply and integrate the course material

• Consider what and how John Mack

? Why does Mack want a “one-firm firm”?

We will succeed by meeting the global needs of our clients -- both

Morgan Stanley’s people are the source of our competitive

? Enhance the professional development of all employees.

Performance Appraisal Systems

Performance evaluations leave “people bitter,

? Communicate strategy, values, expectations.

1. Acceptability, poor poor good good very

2. Appropriate fair good good good good

3. Accuracy, poor fair good good very

? Validity and accuracy

? What’s the purpose (feedback, rewards)?

? Make sure the performance rating process is

? Standards should be based on job analysis.

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