Abstract
This article describes how many companies experience the hard truth that when staff morale plummets, so does productivity. The Tualatin Valley Water District, Oregon's second‐largest water utility, experienced this situation with its meter‐reading staff when the service area expanded. As employees felt increasingly overworked and became more susceptible to injuries and mistakes, management recognized the need for reading meters more efficiently while improving staff morale. An incentive plan was implemented and meter reading was separated from other customer service duties, which increased productivity by 17%. Also, the plan implemented a flat fee of $0.07 per read over the 400 minimum standard and changed the pay period for incentive bonuses to monthly rather than quarterly.
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