Performer Level

The Three level Framework (Rummler & Brache, 1990)

Goals Design Management
Organization Level Organization Goals Organization Design Organization Management
Process Level Process Goals Process Design Process Management
Job/Performer Level Job Goals Job Design Job Management

If capable, well-trained people are placed in a setting with clear expectations, minimal task interference, reinforcing consequences, and appropriate feedback, then they will be motivated. - Geary Rummler and Alan Brache, (1990)

This level looks at the job and the performers who carry out those jobs.

Job/Performer Goals

People make processes work, thus their goals need to be directed towards process contributions.

Job/Performer Design

Design looks at such factors as ergonomics, sequence of activities, job procedures, and the allocation of responsibilities.

Job/Performer Management

This level ensure that good leadership is provided.

To help manage the performer, the Performance Analysis Quadrant is a useful tool as it helps with pin-pointing deficiencies. By asking two questions, "Does the employee have adequate job knowledge?" and "Does the employee have the proper attitude (desire) to perform the job?" and then assigning a numerical rating between 1 and 10 for each answer, places the employee in 1 of 4 possible performance quadrants:

Performance Analysis Quadrant

(For more information, click on one of the four quadrant sections.)

  • Quadrant A (Motivation): If the employee has sufficient job knowledge but has an improper attitude, this may be classed as motivational problem. The consequences (rewards) of the person's behavior will have to be adjusted. This is not always bad...the employee just might not realize the consequence of his or her actions.
  • Quadrant B (Resource/Process/Environment): If the employee has both job knowledge and a favorable attitude, but performance is unsatisfactory, then the problem may be out of control of the employee. i.e. lack of resources or time, task needs process improvement, the work station is not ergonomically designed, etc.
  • Quadrant C (Selection): If the employee lacks both job knowledge and a favorable attitude, that person may be improperly placed in the position. This may imply a problem with employee selection or promotion, and suggest that a transfer or discharge be considered.
  • Quadrant D (Training): If the employee desires to perform, but lacks the requisite job knowledge or skills, then additional training or development may be the answer.


Rummler, G. & Brache, A., (1990). Improving Performance: How to Manage the White Space on the Organization Chart. San Francisco: Jossey-Bass.