Performance Diagnosis

1
Performance Diagnosis

• HRMOB 570
• Course Wrap Up

2
What Causes Performance Problems?

• Internal Factors
• External Factors

3
Deming Asks

• What percentage of problems are caused by the
  people on the front line?
• Your estimate?
• What percent of accidents have their causes built
  into the design of the system?
• E.g. Three Mile Island engineers had filed
  reports about potential problems well before the
  meltdown situation
• E.g. The bank tellers again

4
Motivation is Only PART of the Story

• Remember, Performance Requires Ability AND
  Opportunity
• Recall the attributional biases
• Self-serving bias
• Fundamental Attribution Error
• Dorothy Hai Example
• Distinctiveness, Consistency, Consensus

5
Diagnosing Performance Problems

• Mager Pipes Flow Chart
• Whetten Camerons Flow Chart
• Remember the 5 Rs Resupply, Retrain, Refit,
  Reassign, Release

6
Motivational Strategies That WORK!

• Clear performance expectations
• Consistent and frequent rewards
• Goals and rewards for goal attainment
• Procedural due process
• Fair distribution of rewards
• Self-managed teams
• Job enrichment
• Positive culture and norms

7
An Integrated Motivation System

• Establish moderately difficult goals that are
  understood and accepted.
• Ask Do subordinates understand and accept my
  evaluation of their performance?
• Remove personal and organizational obstacles to
  performance.
• Ask Do subordinates feel it is possible to
  achieve this goal or expectation?

8

• Use rewards and discipline appropriately to
  extinguish unacceptable behavior and encourage
  exceptional performance.
• Ask Do subordinates feel that being a high
  performer is more rewarding than being a low or
  average performer?

9

• Provide salient internal and external incentives.
• Ask Do subordinates feel the rewards used to
  encourage high performance are worth the effort?
• Distribute rewards equitably.
• Ask Do subordinates feel that work-related
  benefits are being distributed fairly?

10

• Provide timely rewards and honest performance
  feedback.
• Ask Are we getting the most out of our rewards
  by administering them on a timely basis as part
  of our feedback process?
• Ask Do subordinates know where they stand in
  terms of current performance and long term
  opportunities?