This slide set examines the issue of performance in organisational contexts - what is performance, how is it measured and how is it fostered?

1. Improving performance
Glenn Martin
2018

2. What is performance?
It could mean:
• What gets accomplished (I weeded 3 garden beds)
• What people do (I taught 3 classes this week)
• Exceptional results (I ran 30 kilometres)
• Significance (I saved a big customer account)
Issues addressed:
• Quantity – how much, how many
• Quality – how good, meeting the standard
• Quantity x quality
• Contribution to purpose
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3. Can you measure performance?
Given the questions about
what performance is, can you
measure it?
If so, how?
Answer: Yes, but – you have to
be clear about what it is you
are choosing to measure.
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4. What are you measuring?
There are different things you could be measuring:
 Accomplishment of goals/targets (quantity and/or quality)
 Fulfilment of job role and routine tasks
 Adherence to standards for work
 Personal organisation and maintenance
 Conduct (adherence to policies)
 Professional development, improved
capability
 Contribution to team and organisation
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5. How is it done?
 How can these aspects of performance be measured validly?
 Who is in a position to measure these aspects fairly and impartially?
 What comparator is used to compare the person to:
 Person vs “Average performer”
 Person vs “Experienced/Expert performer”
 Person vs Goal/Target/Standard?
Examples (poor)
“Shows excellent knowledge of job”
“Anticipates, recognises and meets customer needs”
“Knows one’s strengths and limitations”
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6. Rethinking performance
What are the conditions required for performance?
Performance = Competence + Motivation + Opportunity
And we want innovation as
well as competence…
Competence has
to exist before
performance. Motivation can
be extrinsic
and/or intrinsic.
Motivation can
be individual or
team-based.
Working
conditions,
managers, culture
etc
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7. Rethinking performance management
 What is the effect of the performance appraisal process?
[Appraisal = Assessment at a point in time]
 Does it improve performance or not (or make it worse)?
 New question: How can performance be managed in order to optimise it?
Answers:
 Increase competence.
 Foster motivation.
 Enhance opportunity,
i.e. improve the workplace environment.
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8. “Motivation”: A complex issue
 Satisfy extrinsic motivation + Foster intrinsic motivation.
 Be clear about purpose and values and standards of quality.
 Anchor activities in feedback loops  From results to feedback to
adjustments and improvements (Short loops + longer time frames).
 Recognise individual accomplishments + Foster team performance.
 Be consistent in actions (Integrity) + Build shared understanding.
You don’t “motivate” people,
any more than you motivate
plants. What you do is create
the conditions for desire to
flourish.
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9. The only justifiable
performance management
system is one that creates the
conditions for improved
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10. Glenn Martin has other slide sets available on
teaching and learning, ethics, and reflective practice.
Search “Glenn Martin” on Slideshare:
https://www.slideshare.net/
Contact: glenn@glennmartin.com.au