The Three level Framework (Rummler & Brache, 1990)
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.
People make processes work, thus their goals need to be directed towards
Design looks at such factors as ergonomics, sequence of activities, job
procedures, and the allocation of responsibilities.
This level ensure that good leadership
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.