analyzing performance problem

8/9/2019 Analyzing Performance Problem

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ANALYSING PERFORMANCE

PROBLEMS

o Performance appraisals are a very importantmanagement ritual conducted by most

organizations in order to optimize the

contributions of their employees.o This will include the processes of correcting

incompetence as well as rewarding competent

performance.o Appraisals have very real implications , both

for the individual as well as the organization.o For the individual , a positive appraisal can

lead to demotions and even retrenchment.


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o The key issue in any performance

appraisal system is that it entails a judgement

to be made in regard to an individualsperformance over a certain period of time.o How do you make a judgement on an

individuals performance; do you concentrateon his strong points or concentrate on the

weaker factors ? Or do you to achieve a

balance ?o The decision to solve the problem will

depend upon the right diagnosis and accurate

assessment.


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o There can be many reasons for poor

performance . Some have been discussed

below:----

a) One of the key factors that will ensure the

success or failure of any performance

appraisal , is unbiased appraisal by thoseresponsible.

b) Unbiased appraisal is critical , as it will give

a True And Fair picture of an individualsperformance.


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c) The next is in the format of the appraisal

itself . In most appraisal systems , a

manager is expected to make a judgementof an individual and formalize this in a

document.

d) Therefore in a qualitative system forexample, a manager will have to answer

the query , How has the individual

performed during the course of the yearwith perhaps the following responses ,

poor , satisfactory , good very and

excellent.


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e) Further questions can be raised as to why

an individual deserves grading of good rather

than very good or satisfactory rather thanpoor.

f) On the other hand , in a quantitative system

, it is very difficult to differentiate betweennumerical grading . Why does someone get an

8 and not a 7 for example?

g)There is also the problem of consistency and

the different value judgments of different

managers.


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h) Problems will then arise regarding

consistency , as each departmental head

will have his own value judgments , whichwill influence his appraisal.


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HOW TO DIAGNOSE

PERFORMANCE PROBLEMS ? Work performance is influenced by a

number of factors . When performance is

excellent , it is a result of a number of

circumstances that work together to make this

excellence possible. So, stellar performance requires that all

relevant influences on behavior are in place. Poor performance can result from a single

factor or influence that drastically reduces

effectiveness.


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Frequently , a performance problem that

is allowed to continue unchecked will expand

as other influences turn from positive tonegative.


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SEVEN FACTOR MODEL

This model given by Robert Bacal.

There are 7 factorsthat influence ordetermine the level of performance .

These factors are multiplicative in nature .

If there is a deficit in any one of thefactors , performance will suffer.

Factor 1 :Aptitude

Aptitude refers to a persons ability to performthe task or tasks. Each of us ha strengths

and weaknesses that determine if we can

learn or perform to task.


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Poor aptitude for a task could mean that the

person could never learn how to do it, even

with all the supports in the world. Assessingaptitude is very difficult.

Factors 2 : Skill level

Even the simplest responsibilities require skills.

Skills differ from aptitudes in what they can be

learned, up to the limits imposed by aptitude.

The assess whether a performance deficit is a

result of lack of skill, ask then questions, Ifhis/her life depended on it, could the person do

the task?If the answer is no, then it could be a

skill problem.


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Factor 3 : Understanding of Task

A person must understand the nature of the

task, and what is expected. If this clearcommunication is lacking, no amt of skill or

motivation will bring about effective

performance. PM is the common means forconveying understanding of the task. The best

way to assess an employees understanding

is to ask questions within a coachingenvironment.

Factor 4 : Choice to expand factor

If the person has the aptitude ,skills and


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understanding of the task required, it may be that

there are factors causing the person to not make

the effort. These may be personal or related tothe work environment. Assessing if it is a

motivational problem then it is difficult, and can

best be done by examining other indicators

behaviour (absenteeism, lack of participation in

meetings, or other factors that suggest a

motivational problem.)

Factor 5: Choice of degree of effort to expandSometimes effort is not an on/off thing. An

employee may be putting in a limited amt of effort

and therefore producing inferior results.


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Factors 6 : Choice to persist

Performance requires that effort be initiated and

sustained over time. This motivational factor mayresult in projects started but never completed. If

an employee is not persisting in tasks, it can

indicate boredom, fear of failure or may relate toa lack of skills. Careful, diplomatic discussion is

required to uncover if and why this may be

occurring.Factor 7 : Outside factors

Performance can be reduced due to factors

beyond the control of the individual. The


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Organization itself may be setting barriers

to performance, or uncooperative co-

workers and manager may contribute.Discussion with the employee during

performance mgmt should include

reference to factors outside the control ofthe employee that impede progress. If

these outside factors are allowed to

continue, unacknowledged, motivational

levels will drop, complicating the issue andcreating a chronic under-performance.

analyzing performance problem

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