Performance improvement

Source: Wikipedia, the free encyclopedia.
For the journal, see International Society for Performance Improvement.

Performance improvement is measuring the output of a particular

efficiency
, or increase the effectiveness of the process or procedure. Performance improvement can be applied to either individual performance, such as an athlete, or organisational performance, such as a racing team or a commercial business.

The

performance management
at the individual and organisational levels.

Organisational development

In

organisational behaviour and infrastructure which are put into place to achieve higher output. At the organisational level, performance improvement usually involves softer forms of measurement such as customer satisfaction
surveys which are used to obtain qualitative information about performance from the viewpoint of customers.

The primary goals of organisational improvement are to increase

organisation
itself.

Corporate or commercial

In business, human

returns on investment. Cash as a reward can also be spent on day-to-day items like food or gas and does not create the increased "psychological reward" of achieving special items, or points to acquire items. By connecting with all levels of the organisation[how?], a complete rewards package may amplify performance across the organisation and bring personal goals into alignment with organisational goals," according to Maritz, LLC.[citation needed] Reward programs supporting improvement in sales and operations can be effectively paid for from the increase in revenue or profits which flow from the program, and without spending to reward for your current levels.[citation needed
]

There is evidence that monetary rewards are not effective outside the context of very rote work. In some cases, monetary incentive plans may decrease

distribution[2]

Performance improvement plans

If an employee's performance is unsatisfactory, the employer may set out a performance improvement plan (PIP) to help the employee improve.[3][4] This may be because the employee is failing to meet the goals for their role, or due to other problems such as poor behavior or interpersonal skills.[5] A PIP is usually a written document, and it should clarify expectations for the employee, articulate how the employee is failing to meet them, lay out what improvements are expected, explain whether and how managers will support the employee in improving, and indicate what the consequences will be if the employee fails to improve.[3][4] The expected improvements should be specific and measurable[3][4] and consequences for failing to meet them might include a transfer, demotion, or termination.[3]

Typically, the employee's manager and someone from

Donald L. Kirkpatrick, a PIP should be developed by the manager and the employee together, because it requires both of their participation in order to be successful.[7] The American Society for Human Resource Management recommends that "a PIP should be used when there is a commitment to help the employee improve", not just as a way to prepare to terminate the employee,[3] but some companies do use PIPs simply as a way to start a termination.[6]

Methods

Performance is an abstract concept and must be represented by concrete, measurable goals or objectives. For example, baseball athlete performance is abstract as it covers many different types of activities. Batting average is a concrete measure of a particular performance attribute for a particular game role, batting, for the game of baseball.

Performance assumes an actor of some kind but the actor could be an individual person or a group of people acting in concert. The performance platform is the infrastructure or devices used in the performance act.

There are two main ways to improve performance: improving the measured attribute by using the performance platform more effectively, or by improving the measured attribute by modifying the performance platform, which in turn allows a given level of use to be more effective in producing the desired output.

For instance, in several sports such as

tennis racket
, provide the player with a higher theoretical performance limit.

Performance is a measure of the results achieved. Performance efficiency is the ratio between effort expended and results achieved. The difference between current performance and the theoretical performance limit is the performance improvement zone.

Another way to think of performance improvement is to see it as improvement in four potential areas:

  1. input requirements; e.g. working capital, material, replacement or reorder time, and set-up requirements.
  2. throughput requirements, often viewed as process efficiency; this is measured in terms of time, waste, and resource utilisation.
  3. output requirements, often viewed from a cost/price, quality, functionality perspective.
  4. outcome requirements; i.e. did it end up making a difference.

Cycle

Business performance management and improvement can be thought of as a cycle:

  1. Performance planning where goals and objectives are established.
  2. Performance coaching where a manager intervenes to give feedback and adjust performance.
  3. Performance appraisal where individual performance is formally documented and feedback delivered.

Behaviour modification

See also:
Behaviour modification

In his study of innate

behavioural, cognitive, and emotional psychology, and accounts for the impact of culture and society on behaviour.[8]

See also

References

  1. ^ "U.S. Coast Guard Auxiliary / Auxiliary Leadership Development Program". 2021-04-01. Retrieved 2021-04-01.
  2. ZDNet
    . Retrieved 5 December 2013.
  3. ^
    SHRM
    . Retrieved 14 January 2022.
  4. ^ a b c "Performance at work". Landau Law. Retrieved 14 January 2022.
  5. ^ "What to do if you're put on a performance improvement plan". The Sydney Morning Herald (Sydney, Australia). 14 September 2019. p. 11. Retrieved 14 January 2022.
  6. ^ a b "What to Know About Performance Improvement Plans". The Muse. Retrieved 14 January 2022.
  7. ISBN 9780814408766.{{cite book}}: CS1 maint: location missing publisher (link
    )
  8. OCLC 285408
    .

External links
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