What Is Job Performance?

Job performance is a specific description of the expectations placed on employees and a continuous goal-oriented plan designed to motivate employees to improve their work performance. Goal setting is an effective strategy to improve job performance. It can make job responsibilities clearer and point employees in the direction of their efforts. There are four main factors that affect job performance: employees 'motivation, skills, environment, and opportunities. The first two are employees' subjective and influential factors, while the latter two are objective factors.

work performance

There are four main factors that affect job performance: employee motivation, skills, environment, and opportunities. The first two are employees' subjective and subjective influence factors, while the latter two are

Job performance depends on seven factors: goals, standards, feedback, opportunities, conditions, capabilities, and motivation. The determinants are the goal and the motivation to reach it.

1 Work performance 1. Goals:

It is a new realm that people are striving for.

Goals are different from requirements. The manager walked in and announced that the company's new goal is to increase productivity by 10% over the next three months. Regardless of the wording used, this is not the goal, but the requirement. It's always just a requirement until employees reach a 10% growth rate.

Goals are different from desires. Everyone thinks that a 10% increase in productivity should be, but this is not the goal unless everyone is determined to achieve it.

Formal goals often differ from real goals. A thinks that increasing productivity by 10% is a good idea, and there are dozens of ideas to increase productivity. B is willing, but only if he can pick up the child at the nursery after work. C felt that it was too much for such a salary to make so much work. When a company sets formal goals, it's easy to mistake them for real employees.

However, the company's formal goals are crucial. If employees want to be successful, they must answer the question: "What kind of goals does the company want me to achieve?" And know that this is different from answering, "What tasks do they want me to accomplish."

2 Work performance 2, standards

Standards are the basic building blocks of goals. It tells employees what must be done to successfully reach their goals. If you don't know what to use to measure whether the goal has been achieved, you can't be sure what the goal is. To analyze and improve work conditions, you must understand how employees answer the question: "How do you know you're done?"

The most common answer to this question is "No one complains, I do well." If this is the standard (often), it is equal to the standard by which employees measure their performance independently, and it is likely to be the standard the company wants Very different.

3 Work performance 3. Feedback

The meaning of feedback has become "I want to tell you something", such as "feedback" in the sentence "I want to give feedback on your performance." But feedback actually only has a useful meaning: it is a reflection of the situation in the process of approaching the target according to certain standards. If the situation has nothing to do with the goals, or if good or bad performance standards haven't been established, then feedback isn't enough.

For example, the manager called the assistant and said, "I want to give you some feedback on your work." Then he said, "He or she is not writing fast enough." Is this feedback? Except that the manager promised that every letter was written within three hours, and it took four or more hours three times last week to be considered a yes. But if they haven't met this criterion, this conversation is not feedback and can only be counted as the basis for future feedback.

4 Job performance 4. Opportunities

One of the reasons why people don't work satisfactorily is that they have no chance. The reason is that:

No time. Other things are more urgent. This is especially true when a company intends to implement a new program, such as total quality management. Maybe everyone is willing to do it, but if there is no clear leadership, people will be busy with the heavy daily production tasks, and the quality problem will be left aside.

no power. Total quality management? Great, but don't expect much progress if you don't trust your workers in the first place and don't think they should suggest innovations and take responsibility for them.

Forget about employees' time, but if there is no opportunity to perform, there will be no results. All they have to do is do their best, thinking, "What can I do in the time given me?"

5 Work performance 5. Conditions

Trainers have little effect on what working conditions employees can get, but they still have to think carefully about the conditions. The reasons are as follows:

Certain procedures and processes can be changed without unduly disrupting the company's work. For example, reducing the approval process for expenses below a certain amount, thus improving procurement efficiency.

Even when there is no way to change the technology, you can at least suggest that it has a negative impact on job performance. For example, due to the inconvenience of using computer systems, tens of thousands of hours have to be spent on training employees; and because machines are unreliable, thousands of employees do not want to try to produce quality products.

6 Work performance 6. Ability

Two things must be understood first. First, there is a major difference between knowing something and learning how to do it. Secondly, to make the training effective, after receiving the training, employees should immediately use what they have learned to work. Most trainers understand these principles, but many managers don't.

7 Work performance 7. Motivation

It is not easy to train employees to generate work passion. However, sometimes there are ways to improve motivation.

Seven factors that improve job performance are interrelated. The use of inappropriate technology will place excessive demands on employees 'capabilities, and if the standards are not sound, incomplete feedback will dampen employees' motivation. In addition to determining the direct impact of each factor on job performance, you must learn to feel the interaction between these factors.

Hierarchical institutions cannot expect employees to be highly motivated to achieve their goals. This makes them a controlling bureaucracy, trapped in a vicious circle: employees don't work the way the organization requires, and they strengthen control. Employees are uncontrolled, and job performance is deteriorating. The company had to further strengthen its control. This cycle is endless.