In 1978, Thomas Gilbert published Human Competence: Engineering Worthy Performance which described the Behavior Engineering Model (BEM) for performance analysis. This model consists of three Leisurely Theorems that:
- distinguish between accomplishment and behavior to define “worthy performance”,
- identify methods for determining the “potential for improving performance (PIP)” (Chyung, 2002, p.2), and
- describe six essential components of behavior that can be manipulated to effect performance (Gilbert, 1978, p.83).
Determine Worthy (Desired) Performance
The first step to using the BEM invloves identifying desired or “worthy” performance. This level of performance is characterized by behavior (B), or what a person does, and accomplishment (A), the outcomes of the behavior.
Effective solutions must address both of these factors of performance. For example, an intervention may change an individual’s behavior, but if the desired outcome or accomplishment does not result from that changed behavior, worthy performance Read more…
Talking to people about their performance, behaviour or attendance is probably the most challenging task that a manager or supervisor has to complete.
The outcomes of these discussions will usually be about people:
- having a clearer understanding of management’s expectations of them
- better aligning their behaviour, attitudes, attendance and performance to the organisation’s needs and cultural expectations
- developing better capability and knowledge to do their jobs
- accepting that they are personally accountable for their actions Read more…
Organisations are made up of people and people emit behaviour. Thus we take the view that business is behaviour. We think that you can see performance as the overlap between the actual behaviour that a person emits and the behaviours that the job demands.
In other words, performance is driven by behaviour. This means that we need to adopt a behavioural approach if we are to have the best effect on performance.
The evidence for the principles of Behavioural Science has been Read more…
To perform well, employees need to know what is expected of them. The starting point is an up-to-date job description that describes the essential functions, tasks, and responsibilities of the job. It also outlines the general areas of knowledge and skills required of the employee an employee to be successful in the job.
Performance expectations go beyond the job description. When you think about high quality on-the-job performance, you Read more…
Big and little dog’s performance juxtaposition is a blog about performance and behaviour. Not very structured but noteworthy!
Organizational Behavior (OB) is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives.
As you can see from the definition above, organizational behavior encompasses a wide range of topics, such as human behavior, change, leadership, teams, etc. Since many of these topics are covered elsewhere in the leadership guide, this paper will focus on a few parts of OB: elements, models, social systems, OD, work life, action learning, and change.
Elements of Organizational Behavior
The organization’s base rests on management’s philosophy, values, vision and goals. This in turn drives the organizational culture which is composed of the formal organization, informal organization, and the social Read more…
When the theory of emotional intelligence at work began to receive widespread attention, we frequently heard executives say—in the same breath, mind you—“That’s incredible,” and, “Well, I’ve known that all along.” They were responding to our research that showed an incontrovertible link between an executive’s emotional maturity, exemplified by such capabilities as self-awareness and empathy, and his or her financial performance. Simply put, the research showed that “good guys”—that is, emotionally Read more…