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