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What I am going to be talking about is not far-fetched. The things I am talking about are day-to-day tasks that make up every employee’s working day. It is in these day to day tasks that we get to understand behaviour and the manifestation of culture.
These four are examples of things we might find ourselves involved in at work. Think about this tasks or actions for a bit. We will come back to these 4 examples at the end of this post to revisit the basics of performance.Understanding PERFORMANCE
What is performance? While performance is a familiar word, it means different things to different people. To ensure the meaning intended here is clear and understood, we will start by defining performance.
In an ISPI publication, performance was presented as an activity achieving the desired result delivering a known value all within a specific context. Where the context introduces complexities that must be overcome by the action and effort executed with adequate proficiency such that the quality of output is able to achieve the desired results in that context.
From this view, there are three main aspects of performance: Activity, Result and Value
This is an introduction to 3 posts that I am writing to expound upon my interpretation of the performance architecture as a foundation to discuss the 4 HR practices
In the subsequent posts, I will explore each of the HR practices using the principles of the performance architecture as a foundation.
These series of posts are based on an adaptation of this systems model from performance technology. The posts are based on an adaptation of this organizational application of the framework to human behaviour within an organization
Systems model. An HPT system view of organizationsAddison, R. M., & Haig, C. (2006). The performance architect’s essential guide to the performance technology landscape. Performance Improvement, 45(10), 38-47
I explore what this framework says about human behaviour and how to influence the behaviour of employees within organizations
In these series on performance, learning, talent in an organisational context, I have explored a lot of the key constructs that drive the learning behaviour in organisations. In this post, I go into a lot more detail covering the mechanisms by which these concepts operate as variables to drive learning behaviour in organisations and how to leverage these variables either as in individual, a manager or an executive to achieve desired results and deliver desired value.
In previous posts under this same series, I shared a holistic overview of the framework and then proceeded to explore performance in more details. Now, in this post, I will explore the concepts of complexity and proficiency in more detail.
Performance is a key construct that underpins a lot of what we try to do with people in organisations, yet the consistency of understanding needs to be signficantly improved if we are to truly leverage the human potential to perform. This is really about having a view of the different aspects of performance so that we can decide which ones we are targetting or expecting to be demonstrated either form ourselves or as managers or as the HR function supervising the process to make it fair and credible.
You can watch the 30-second overview and then the full details.
I have always wondered why, in organizations, simple problems tend to go unresolved? Why do obvious opportunities remain under leveraged? Why does it seem like human beings at work are less capable than the same human beings at home?
While I am not suggesting that there is a simple way to solve these, I do believe there are some basic principles, that if consistently applied, might reduce their occurrence.