Performance Improvement

Abilities
Arousal
Attitude
Behavior
Beliefs
Competencies
Engagement
Environment
EI
Experience (nurture)
Feelings
Intention
Motivation
Nature (genes)
Organizational Level
Performance
Performance Improvement
Performer Level
Process Level
Results
Skills
Social Pressure
Talent
Understanding
Values

The Three Level Framework (Rummler & Brache, 1990)

	Goals	Design	Management
Organizational Level	Organization Goals	Organization Design	Organization Management
Process Level	Process Goals	Process Design	Process Management
Job/Performer Level	Job Goals	Job Design	Job Management

There are normally three levels in an Organization:

Organizational Level - strategic, design/structure, and deployment of resources
Process Level - process improvement and reengineering interventions
Job/Performer Level - coaching, performance management, and training interventions

The Three Performance Needs that must be met at each of the Three Levels are:

Goals - specific standards or expectations that customers have for products or services
Design - configurations that enables goals to be met efficiently
Management - practices that ensure goals are up-to-date and are achieved

Combining the three levels of organizations with the three performance needs results in nine performance variables (see the above matrix). Failure to manage these nine performance variables will lead to a failure to manage the business holistically. Thus, every performance improvement effort must be viewed through this matrix.

The majority of managers simply do not understand the variables that influence organization and individual performance. They are not aware of the 'performance levers' that they should be pulling and encouraging others to pull. - Geary Rummler and Alan Brache

Reference

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

Notes

Big Dog, Little Dog