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Human Performance in Organisations by Derek Hendrikz


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Human performance in organisations by Derek Hendrikz covers willingness, capacity and opportunity to perform as well as knowledge, skill, attitude and motivation management.

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Human Performance in Organisations by Derek Hendrikz

  1. 1. fundamentals of HUMAN performance derek hendrikz
  2. 2. Copyright © 2014 Derek Hendrikz Consulting
  3. 3. the Ability / Motivation ratio Ability (Knowledge & Skill) Team Player Wrong Appointment Hostage Taker Super Star
  4. 4. Basic Performance Continuum 1 5 10 10+ Wrong Appointment Develop Reward Motivate
  5. 5. Characteristics of a powerful organisational performance system....
  6. 6. Performance Management should.... • Measure and direct energy • Measure and dictate priority • Translate the sum total of organisational strategy and performance to workable action • Translate organisational outcomes and objectives into clearly mapped-out processes • Provide immediate feedback • Provide direction for immediate intervention and remediation • Give total performance control • Provide a learning relationship between what we do and what we get
  7. 7. To employees, performance management should.... • Manage Energy; • Stretch ability; • Energize and motivate; and • Reflect capacity.
  8. 8. Performance Control & Delegation
  9. 9. Effective Performance Control… 1. Set standards of performance that must be achieved; 2. Measure actual performance against these standards; 3. Take corrective action when things go wrong. You will effectively control the employee’s performance through the flowing three steps:
  10. 10. Translating vision to performance… 1. Vision Statement: Provides direction Organisational Performance. 2. Strategic Objectives: Provide specific organisational performance objectives. 3. Organisational Structure: Provides performance segmentation. 4. Role Clarification: Provide containment of responsibility. 5. Key Performance Areas (KPA’s): Describes general areas of objective achievement. 6. Job Competencies: Defines the knowledge, skill, and attitude needed for KPA’s 7. Key Performance Indicators (KPI’s): Defines specific employee performance.
  11. 11. Managing Individual Performance: 1. What must the employee do? (Key Performance Indicator or KPI’s), 2. How must the employee do this? (Minimum Standards of Performance), 3. How will you know that the employee is doing this? (Controls and Monitors), and 4. How important is this Key Performance Indicator? (Weight Allocation). Basic Performance Management entails four things:
  12. 12. Performance Review Checklist: • Review employee records. • Know the employee competences. • Know the employees objectives. • Assess the employee’s achievements. • Be clear on what performance standards you expect. • Decide on motivators to improve performance. • Set the time, date and location of the review.
  13. 13. Six steps to conduct a successful performance review: • Set the tone. • Discuss the performance achievements over the review period. • Discuss performance results. • Explore ways to improve or optimise performance. • Discuss and agree the way forward. • Evaluate.
  14. 14. Performance Willingness OpportunityCapacity
  15. 15. Capacity to Perform The degree to which an individual possesses task-relevant skills, knowledge and experiences.
  16. 16. Aspects inhibiting an employee to perform a task e.g. the equipment needed, time available, quality of decision- making, etc. Opportunity to Perform
  17. 17. The degree to which an individual both desires and is willing to exert effort (motivation). Willingness to Perform