Performance at work – The Factors Involved

If we call performance P, role clarity Rc and all other factors affecting our performance the unknown x,then we see that

Performance (P) is a function of role clarity (Rc), and Some additional unknown factor(s)

(x).

1. P= Rc*x

Clearly, if we don’t have competence to do a job, then there’s very little chance of it being done well. If we call competence C, then

2. 2.Performance(P) is a function of Role clarity (Rc) and Competence (C), and the unknown x

P= Rc*C*x

Clearly, outcomes are affected by the adequacy of tools. In fact, there’s a total environment in which the work is taking place, in which equipment is only one element. If we call this E for environment, then our definition grows.

3. 3.Performance(P) is a function of Role clarity (Rc) and Competence (C) and Environment (E) and the unknown x factor.

P= Rc*C*E*x

4. 4.Our value system is in conflict with yours and, of course, ours will not permit us to proceed, so performance is affected. So we can recognize another part of x: V for values. So, the growing relationship becomes:

Performance (P) is a function of Role clarity (Rc) and Competence (C) and Environment (E) and Values (V) and the unknown X factor.

P= Rc*C*E*V*X

5. 5.Clearly,what an individual likes to do affects their performance. We call this idea preferences fit with the job.

Performance (P) is a function of Role clarity (Rc) and Competence (C) and Environment (E) and Values (V)

and Preferences (Pf) and the unknown X fator.

P= Rc*C*E*V*Pf*X

6. 6.Performance(P) is a function of Role clarity (Rc) and Competence (C) and Environment (E) and Values (V) and Preferences (Pf) and Rewards (Rw)

P= Rc*C*E*V*Pf*Rw

                           The Performance model

The full performance model now comprises:

(P) Performance: Defined and measured in appropriate ways. Is it P = Productivity              (quantifiable) or is it P = Performance (qualitative judgment) or is it P = perhaps (highly subjective judgment)?

(Rc)Role clarity: How well do people, singly and collectively, know what is expected of them?   How well do they know how they fit into the bigger picture?

(C)Competence: Do people have the knowledge and skills to do what is expected? What likely  deficiencies are there? What skills and knowledge are needed today? What will be needed in the future?

(E)Environment: Three elements must be conductive to doing the things required:

o   The physical environment – the tools and the workplace physical conditions

o   The human environment –group factors such as compatibility, team cohesiveness and  the vital leadership factor

o     The organization –clarity of structure, systems, communication of priorities and  emphases, and workplace culture

(V)Values: Do people generally accept that what they’re asked to do and what the organization does, is not wrong? (This is probably a ‘negator’ of performance rather than a multiplier.)

(Pf)Preference fit: Are people generally in jobs containing activities they like? The degree to which an individual’s preferences and the demands of the job fit together seems to affect the following:

o        Job satisfaction

o        Time management – both in terms of discretionary time and particular bias to tasks

o        Preparedness to work outside normal hours (When relevant)

o        Retention of talent

(Rw)Reward: Are people rewarded appropriately according to their expectations, their performance, their individual motives and their need for feedback? Rewards may be either:

o          Explicit (things the manager or organization gives or says) or

o         Intrinsic to the work(directly rewarding the individual’s motives)

Clearly, these variables differ in significance from one organization to the next. Some organizations are somewhat bureaucratic, with role clarity and competence emphasized but with common reward systems across whole classes of employees (that is, low emphasis on reward).Others are overtly entrepreneurial, emphasizing individual freedom (probably via flexibility over preferences – ‘we’ll try and arrange for you to mostly do what you enjoy…’) and results-based compensation (a highly variable reward,related more to individual contributions).

If there is too great a bias either way (that is, too much emphasis towards role clarity and competence,or too much towards preferences and rewards) it may cause performance problems.These will require management to review the underlying strategies. This is not the field of the performance model, or of this article. In practice, we’ve found the model to be useful primarily when looking at individual and / or small group performance.