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Analyzing Performance Problems: The Mager and Pipe Model

Analyzing Performance Problems: The Mager and Pipe Model. E-Learning Module ADE5189 Amber Warren Connie Ramos Kyontha Nelson Lisa Hammad April 8, 2010. Click arrow to begin. Welcome!. Return home (Page 1). Have you ever heard an employer say about an employee:

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Analyzing Performance Problems: The Mager and Pipe Model

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  1. Analyzing Performance Problems: The Mager and Pipe Model E-Learning Module ADE5189 Amber Warren Connie Ramos Kyontha Nelson Lisa Hammad April 8, 2010 Click arrow to begin

  2. Welcome! Return home (Page 1) Have you ever heard an employer say about an employee: "They don't have the right attitude..." "They're just not motivated...“ "We've told them and told them, and they still don't...“ "We've got a training problem!"

  3. What’s in it for me? This module will help you to • determine what a performance problem is • determine root causes of performance problems • identify solutions that will actually improve employee performance where it is really needed This module will build on what you already know about performance analysis and help you not only to do your job--but will assist you in adding value to your organization as a whole.

  4. Before we begin… Let’s get familiar with some of the Performance Analysis Terms you will be seeing in this module. See if you can find the following terms in the word search. Click the information box for instructions. Good luck! ACTION PLAN ACTUAL CONSEQUENCES EXPECTATIONS FAST FIX GAP IDEAL PUNISHMENT SKILL DEFICIENCY TERMINATION To select terms, RIGHT CLICK, select POINTER OPTIONS, then select FELT TIP PEN or HIGHLIGHTER. You MUST RIGHT CLICK again after you complete the word search, select POINTER OPTIONS again, then select “Arrow” in order to continue. After completing the word search Click here to view module objectives

  5. At the end of this module, you will be able to:(click on numbers) Identify what constitutes a performance problem Sequence the decision steps in the Mager and Pipe model Identify potential causes of performance problems using Mager and Pipe’s model Determine appropriate solutions to various performance problems Create a brief action plan for implementing chosen solutions using Mager and Pipe’s model 1 2 3 4 5

  6. What is a“performance problem”? The discrepancy between ideal performance and actual performance Effects can vary from mild to extreme The performance “gap” Examples of performance problems

  7. Mager and Pipe’s Model for analyzing performance problems (Click on each step for description) Step 1 What is the performance problem? • What should be happening? • What is actually happening? Step 2 Is it worth fixing? • What would happen if we did nothing? Step 3 Can we apply fast fixes? • Do the employees know what is expected? • Do the employees have the tools/equipment/resources they need? • Do the employees get feedback on their performance? Step 4 Are the consequences right-side-up? • Are the wrong things being rewarded? Punished? • Are there any consequences at all? Step 5 Is there a skill deficiency? • Is it a skill deficiency? • Is the skill used often? • Could they do it in the past? Step 6 Are there other causes? • Can the task be simplified? • Are obstacles remaining? • Do they have what it takes? Step 7 Which solutions are best? • Are they feasible? • What are the costs of possible solutions? • Draft and implement the action plan.

  8. Mager and Pipe’s model of decision analysis Step 1. What is the performance problem? (Click on photos) An employee is taking 1 hour completing a data entry task, but the ideal task completion time is 30 minutes. This is a performance problem. A construction site manager should be completing a safety check of construction processes, but fails to do so. This is a performance problem.

  9. Mager and Pipe’s model of decision analysis Step 2. Is the performance problem worth fixing? Mager and Pipe suggest asking yourself, “What would happen if we left it alone?” If the potential effect of a performance problem is significant, further analysis is warranted If the effect of a performance problem is mere aggravation, then further analysis may not be feasible

  10. Stop and Think…Read this scenario and see if you can answer the 3 questions below. Then, compare your answers to those on the following slide. First Choice, Inc. is a local retail store selling various electronic devices. The retail store consists of 6 departments, with 2 employees assigned to each department. This has proven to be a sufficient number of employees to cover customer needs within each department. Employees are motivated and enthusiastic, rarely showing up for work late. However, the store’s customers are complaining that employees are hard to locate, causing front cashiers to put their duties on hold to ask for employee assistance over the store intercom. In response to the manager’s reprimands, employees state they are normally available in their departments. They did not understand why customers were not approaching them with their questions. 1. Can you choose the most probable cause(s) of First Choice’s performance problems based on the information provided above? 2. Based on your choice, is this problem worth solving? a. Yes a. The store has a severe employee shortage and does not have enough employees working in each section b. No b. Employees are lazy and when customers need assistance, they are taking breaks • Think: Why or why not? c. The store has a very casual dress code in place, with small name tags, making employees look like regular customers d. All of the above

  11. Stop and Think…Compare your answers for analyzing First Choice’s performance problem. Click the boxes for feedback. Click to re-read scenario • 1. Can you choose the most probable cause(s) of First Choice’s performance problems based on the information provided? • The store has a severe employee shortage and does not have enough employees working in each section • b. Employees are lazy and when customers need assistance, they are taking breaks. • The store has a very casual dress code in place, with small name tags, making employees look like regular customers • All of the above No. Two employees are assigned to each department, and this has proven to be a sufficient number of employees to cover customer needs within each department. No. Employees are motivated and enthusiastic, rarely showing up late for work . Click here Yes!! The answer is ‘c’. From the choices provided, this is the only one that could be a potential cause for the performance problem identified. The casual employee dress code causes employees to blend in with customers. Customers cannot easily identify the employees. Click here No. Choices a and b have been ruled out as possible causes of this performance problem. Click here • 2. Based on your choice, is this problem worth solving? • a. Yes • b. No • Why or why not? Click here Click here Yes—absolutely! This problem must be fixed or the store will likely lose its customer base—and the revenue that comes with it.

  12. Mager and Pipe’s model of decision analysis Step 3. Is there a fast fix? Are there invisible expectations? Are there inadequate resources? Is there inadequate feedback? (click) (click) (click) If the employee does not know what is expected, how can the job ever get done? Is the employee lacking a necessary tool to get the job done efficiently and effectively? Is the employer giving the employee information on the quality of performance?

  13. To answer the following questions, let’s think back to First Choice’s issue with employee visibility: We have determined that the employee dress code causes employees to blend in with customers. Based on this information, would First Choice’s solution be considered a FAST FIX? • Yes • No Stop and Think… To answer the following questions, let’s think back to First Choice’s issue with employee visibility: We have determined that the employee dress code causes employees to blend in with customers. Based on this information, would First Choice’s solution be considered a FAST FIX? Click to re-read scenario a. Yes b. No Based on your choice, how would you go about fixing the problem? The answer is YES. The solution to First Choice’s problem can be considered a FAST FIX. Due to INADEQUATE RESOURCES, employees do not have a means of being recognized because they blend in with the customers. In this instance, an essential part of the employees’ jobs would be uniforms of some type. This uniform must make employees readily recognizable to customers in need. A fast fix! Click here

  14. First Choice, Inc. First Choice, Inc. is a local retail store selling various electronic devices. The retail store consists of 6 departments, with 2 employees assigned to each department. This has proven to be a sufficient number of employees to cover customer needs within each department. Employees are motivated and enthusiastic, rarely showing up for work late. However, the store’s customers are complaining that employees are hard to locate, causing front cashiers to put their duties on hold to ask for employee assistance over the store intercom. In response to the manager’s reprimands, employees state they are normally available in their departments. They did not understand why customers were not approaching them with their questions. Back

  15. Mager and Pipe’s model of decision analysis Step 4. Are the consequences right-end-up? • Is the appropriate or ideal performance punishing? If appropriate behavior is punishing, why do it? • Is the inappropriate or problem performance rewarding? If an inappropriate behavior is rewarding, let’s continue doing it! • Do any consequences even exist at all? If nothing happens either way, what’s the point in changing?

  16. Stop and Think…Choose the best response to the question below. Click to re-read scenario The following are three examples of First Choice’s employee behavior.  Please identify the consequence issue that each example follows: Rewards inappropriate behavior, Punishes appropriate behavior, No Consequences. • Each employee is given a new written dress code, but managers enforce the new rules loosely.  Employees who begin to adhere to the new dress code are not acknowledged, and employees who dress as they please are not reprimanded. B) Kristen is deemed to be fashionable by her peers.  She comes to work dressed in a new colorful blouse that is outside of the new dress code.  Her female manager compliments her on the blouse, and asks where she purchased it. C) Steven adheres to First Choice’s dress code.  However, his feet are rather large, and the slip-resistant shoes selected by First Choice makes them look even bigger!  Both Steven’s co-workers and manager have laughed and pointed, saying Steven’s feet look like Bozo.  Steven is upset, and chooses to begin wearing his regular shoes to work. Correct response: A) No Consequences; B) Rewards Inappropriate Behavior; C) Punishes Appropriate Behavior. Click here

  17. Consider employee skills: Mager and Pipe’s model of decision analysis Step 5. Is there a skill deficiency? Is there a skill deficiency? If an employee does not know how to perform a certain way, how can he/she succeed? Note: If the answer is ‘no,’ you will not need to focus on skill questions 2 and 3 Could the employee perform a certain way in the past -- but not now? 1 2 3 Is the skill used often?

  18. Mager and Pipe’s model of decision analysis Step 6. Are there other causes? If nothing has worked, consider other factors:

  19. Mager and Pipe’s model of decision analysis Step 7. Which solutions are best? Factors affecting selection and implementation of solutions to performance problems include: • Are the solutions feasible? • What are the costs of possible solutions? Before implementation: • Evaluate solutions • Draft an action plan

  20. Test Your SkillsInstructions : Now that you have learned all 7 steps of the Mager and Pipe decision analysis model , sequence them by clicking on the boxes below in the correct order. If you choose one out of sequence, click on the number to clear and try again. Good luck! Step 1 What is the performance problem? Is there a skill deficiency? 1 Step 2 Is it worth fixing? 2 What is the performance problem? Step 3 Can we apply fast fixes? 3 Are there other causes? Step 4 Are the consequences right-side-up? Can we apply fast fixes? 4 Step 5 Is there a skill deficiency? Which solutions are best? 5 Is it worth fixing? Step 6 Are there other causes? 6 Are the consequences right-side-up? Step 7 Which solutions are best? 7

  21. Final Exercise Scenario Now you’re ready to practice using the Mayer and Pipe model! Read the following scenario and use a sheet of paper to respond to the questions below using Mager and Pipe’s model. You have 10 minutes to prepare your responses. When you have finished, compare your solution to the one on the following slide. If you need to look at the model again, just click the button below. Claspers, Inc., a production facility for metal clasps, is experiencing production problems among some of its employees. Although some machines mechanize the process, the production line consists of many manual laborers who perform various tasks to develop the final metal clasp product. On average, an employee is allowed to make 1 clasp error per hour. However, lately, employees are making 5 clasp errors per hour, and executives are wondering what is causing these problems. To give an idea of operational processes, the company provides new employees with an extensive training program and places them under a probationary period for the first six weeks. If the new employee does not perform as needed, they will be fired. It is noted that the employees making the extensive clasp errors are seasoned employees. In fact, none of the new employees under the probationary period are making more than 1 error per hour. After the probationary period, employees may receive a “slap on the wrist” for making more errors than allowed, but that is all. Seasoned employees who work very efficiently and make no errors for an entire day receive the same recognition and pay as all other employees. Further, those employees making mistakes do not even seem to realize what is going wrong and, therefore, continue operating the same way. • Using Mager and Pipe’s model: • Identify the performance problem(s) in this scenario. • What are the potential causes of the performance problem(s)? • What can be done to fix those problems? • Is (are) the performance problem (s) even worth solving? • Develop a brief action plan for the chosen solution(s). Click back to review the model

  22. Final Exercise Solution Do not review this solution until you have completed the exercise on the previous slide. Self-score your responses to each of the questions based on the similarity to the solution provided below. • The performance problem involves the number of clasp errors being made. The ideal performance is only 1 clasp error per hour, but the actual performance is 5 clasp errors per hour. Therefore, there is a performance gap of 4 clasp errors per hour being made above expectations. The extra clasp errors are the performance problem. • The potential causes of the performance problem involve lack of consequences for poor or excellent behavior and lack of feedback given for those performing inappropriately. A "slap on the wrist" is not an appropriate punishment for poor behavior, and the scenario stated that employees excelling in their performance were not given any special recognition and those making mistakes do not seem to understand what is going wrong. • There could be many different solutions for fixing the problems of lack of performance consequences and feedback. For instance, excelling employees could be rewarded, such as entered into a monthly drawing for a gift card or having their names listed on an "MVP" list. Those not performing appropriately should receive reprimands in the form of a formal write-up, losing pay equivalent to the number of errors made above 1 per hour, or be summoned to conferences with management. In order to provide employees with feedback on their performance, the employer could set up random checks of clasp making and individually point out any errors and ways to correct them. In addition to these regular checks, monthly feedback reports could be written for each employee. • Considering the potential loss in revenue from wasted raw materials and the inability to sell a final product, the performance problem is worth solving. Also, enacting consequences and providing feedback will not result in mountainous costs as compared to the potential loss in revenue if the performance problem is let alone. • Your brief action plan should include WHO will be asked to put the solutions in place and HOW you will convince this person to buy-in to your plan. Answers may vary, but should include these two points in detail to ensure that the solutions are workable.

  23. Mager and Pipe’s Model for analyzing performance problems Step 1 What is the performance problem? • What should be happening? • What is actually happening? Step 2 Is it worth fixing? • What would happen if we did nothing? Step 3 Can we apply fast fixes? • Do the employees know what is expected? • Do the employees have the tools/equipment/resources they need? • Do the employees get feedback on their performance? Step 4 Are the consequences right-side-up? • Are the wrong things being rewarded? Punished? • Are there any consequences at all? Step 5 Is there a skill deficiency? • Is it a skill deficiency? • Is the skill used often? • Could they do it in the past? Step 6 Are there other causes? • Can the task be simplified? • Are obstacles remaining? • Do they have what it takes? Step 7 Which solutions are best? • Are they feasible? • What are the costs of possible solutions? • Draft and implement the action plan. Back

  24. Final ReviewCongratulations! You have completed this e-learning module. You have learned how to : Identify what constitutes a performance problem Sequence the decision steps in the Mager and Pipe model Identify potential causes of performance problems using Mager and Pipe’s model Determine appropriate solutions to various performance problems Create a brief action plan for implementing chosen solutions using Mager and Pipe’s model 1 2 3 4 5

  25. Bibliography Mager , Robert F., and Pipe, Peter, Analyzing Performance Problems, Atlanta: CEP Press, 1997.

  26. What is a“performance problem”? The discrepancy between ideal performance and actual performance Effects can vary from mild to extreme The performance “gap” Back Examples of performance problems

  27. Review … and Test Your SkillsInstructions : Now that you have learned all 7 steps of the Mager and Pipe decision analysis model , sequence them by clicking on the boxes below in the correct order. If you choose one out of sequence, click on the number to clear and try again. Good luck! Step 1 What is the performance problem? Is there a skill deficiency? 1 Step 2 Is it worth fixing? 2 What is the performance problem? Step 3 Can we apply fast fixes? 3 Are there other causes? Step 4 Are the consequences right-side-up? Can we apply fast fixes? 4 Step 5 Is there a skill deficiency? Which solutions are best? 5 Is it worth fixing? Step 6 Are there other causes? 6 Are the consequences right-side-up? Step 7 Which solutions are best? 7 Back

  28. Mager and Pipe’s Model for analyzing performance problems Step 1 What is the performance problem? • What should be happening? • What is actually happening? Step 2 Is it worth fixing? • What would happen if we did nothing? Step 3 Can we apply fast fixes? • Do the employees know what is expected? • Do the employees have the tools/equipment/resources they need? • Do the employees get feedback on their performance? Step 4 Are the consequences right-side-up? • Are the wrong things being rewarded? Punished? • Are there any consequences at all? Step 5 Is there a skill deficiency? • Is it a skill deficiency? • Is the skill used often? • Could they do it in the past? Step 6 Are there other causes? • Can the task be simplified? • Are obstacles remaining? • Do they have what it takes? Step 7 Which solutions are best? • Are they feasible? • What are the costs of possible solutions? • Draft and implement the action plan. Back

  29. Final Exercise Solution Click to re-read scenario • The performance problem involves the number of clasp errors being made. The ideal performance is only 1 clasp error per hour, but the actual performance is 5 clasp errors per hour. Therefore, there is a performance gap of 4 clasp errors per hour being made above expectations. The extra clasp errors are the performance problem. • The potential causes of the performance problem involve lack of consequences for poor or excellent behavior and lack of feedback given for those performing inappropriately. A "slap on the wrist" is not an appropriate punishment for poor behavior, and the scenario stated that employees excelling in their performance were not given any special recognition and those making mistakes do not seem to understand what is going wrong. • There could be many different solutions for fixing the problems of lack of performance consequences and feedback. For instance, excelling employees could be rewarded, such as entered into a monthly drawing for a gift card or having their names listed on an "MVP" list. Those not performing appropriately should receive reprimands in the form of a formal write-up, losing pay equivalent to the number of errors made above 1 per hour, or be summoned to conferences with management. In order to provide employees with feedback on their performance, the employer could set up random checks of clasp making and individually point out any errors and ways to correct them. In addition to these regular checks, monthly feedback reports could be written for each employee. • Considering the potential loss in revenue from wasted raw materials and the inability to sell a final product, the performance problem is worth solving. Also, enacting consequences and providing feedback will not result in mountainous costs as compared to the potential loss in revenue if the performance problem is let alone. • Your brief action plan should include WHO will be asked to put the solutions in place and HOW you will convince this person to buy-in to your plan. Answers may vary, but should include these two points in detail to ensure that the solutions are workable. Back

  30. Final Exercise Scenario Now you’re ready to practice using the Mayer and Pipe model! Read the following scenario and use a sheet of paper to respond to the questions below using Mager and Pipe’s model. You have 10 minutes to prepare your responses. When you have finished, compare your solution to the one on the following slide. If you need to look at the model again, just click the button below. Claspers, Inc., a production facility for metal clasps, is experiencing production problems among some of its employees. Although some machines mechanize the process, the production line consists of many manual laborers who perform various tasks to develop the final metal clasp product. On average, an employee is allowed to make 1 clasp error per hour. However, lately, employees are making 5 clasp errors per hour, and executives are wondering what is causing these problems. To give an idea of operational processes, the company provides new employees with an extensive training program and places them under a probationary period for the first six weeks. If the new employee does not perform as needed, they will be fired. It is noted that the employees making the extensive clasp errors are seasoned employees. In fact, none of the new employees under the probationary period are making more than 1 error per hour. After the probationary period, employees may receive a “slap on the wrist” for making more errors than allowed, but that is all. Seasoned employees who work very efficiently and make no errors for an entire day receive the same recognition and pay as all other employees. Further, those employees making mistakes do not even seem to realize what is going wrong and, therefore, continue operating the same way. • Using Mager and Pipe’s model: • Identify the performance problem(s) in this scenario. • What are the potential causes of the performance problem(s)? • What can be done to fix those problems? • Is (are) the performance problem (s) even worth solving? • Develop a brief action plan for the chosen solution(s). Click here to review the model Back

  31. Mager and Pipe’s Model for analyzing performance problems Step 1 What is the performance problem? • What should be happening? • What is actually happening? Step 2 Is it worth fixing? • What would happen if we did nothing? Step 3 Can we apply fast fixes? • Do the employees know what is expected? • Do the employees have the tools/equipment/resources they need? • Do the employees get feedback on their performance? Step 4 Are the consequences right-side-up? • Are the wrong things being rewarded? Punished? • Are there any consequences at all? Step 5 Is there a skill deficiency? • Is it a skill deficiency? • Is the skill used often? • Could they do it in the past? Step 6 Are there other causes? • Can the task be simplified? • Are obstacles remaining? • Do they have what it takes? Step 7 Which solutions are best? • Are they feasible? • What are the costs of possible solutions? • Draft and implement the action plan. Back

  32. Final Exercise Solution Click to re-read scenario • The performance problem involves the number of clasp errors being made. The ideal performance is only 1 clasp error per hour, but the actual performance is 5 clasp errors per hour. Therefore, there is a performance gap of 4 clasp errors per hour being made above expectations. The extra clasp errors are the performance problem. • The potential causes of the performance problem involve lack of consequences for poor or excellent behavior and lack of feedback given for those performing inappropriately. A "slap on the wrist" is not an appropriate punishment for poor behavior, and the scenario stated that employees excelling in their performance were not given any special recognition and those making mistakes do not seem to understand what is going wrong. • There could be many different solutions for fixing the problems of lack of performance consequences and feedback. For instance, excelling employees could be rewarded, such as entered into a monthly drawing for a gift card or having their names listed on an "MVP" list. Those not performing appropriately should receive reprimands in the form of a formal write-up, losing pay equivalent to the number of errors made above 1 per hour, or be summoned to conferences with management. In order to provide employees with feedback on their performance, the employer could set up random checks of clasp making and individually point out any errors and ways to correct them. In addition to these regular checks, monthly feedback reports could be written for each employee. • Considering the potential loss in revenue from wasted raw materials and the inability to sell a final product, the performance problem is worth solving. Also, enacting consequences and providing feedback will not result in mountainous costs as compared to the potential loss in revenue if the performance problem is let alone. • Your brief action plan should include WHO will be asked to put the solutions in place and HOW you will convince this person to buy-in to your plan. Answers may vary, but should include these two points in detail to ensure that the solutions are workable. Back

  33. Final Exercise Scenario Now you’re ready to practice using the Mayer and Pipe model! Read the following scenario and use a sheet of paper to respond to the questions below using Mager and Pipe’s model. You have 10 minutes to prepare your responses. When you have finished, compare your solution to the one on the following slide. If you need to look at the model again, just click the button below. Claspers, Inc., a production facility for metal clasps, is experiencing production problems among some of its employees. Although some machines mechanize the process, the production line consists of many manual laborers who perform various tasks to develop the final metal clasp product. On average, an employee is allowed to make 1 clasp error per hour. However, lately, employees are making 5 clasp errors per hour, and executives are wondering what is causing these problems. To give an idea of operational processes, the company provides new employees with an extensive training program and places them under a probationary period for the first six weeks. If the new employee does not perform as needed, they will be fired. It is noted that the employees making the extensive clasp errors are seasoned employees. In fact, none of the new employees under the probationary period are making more than 1 error per hour. After the probationary period, employees may receive a “slap on the wrist” for making more errors than allowed, but that is all. Seasoned employees who work very efficiently and make no errors for an entire day receive the same recognition and pay as all other employees. Further, those employees making mistakes do not even seem to realize what is going wrong and, therefore, continue operating the same way. • Using Mager and Pipe’s model: • Identify the performance problem(s) in this scenario. • What are the potential causes of the performance problem(s)? • What can be done to fix those problems? • Is (are) the performance problem (s) even worth solving? • Develop a brief action plan for the chosen solution(s). Click here to review the model Back

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