Connecting Business Outcomes To Employee Performance

By Author: Peter Forlan
Total Articles: 2
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It is not unusual for managers and employees to define performance differently. Most managers define performance in terms of results–increased production, improved quality, reduced costs, and higher profit. Some employees define performance as coming to work every day, being on time, having a good attitude, and working hard; while these may lead to the kind of results managers look for, they are not the same as results. Effort does not equal performance. Trying is not the same as getting the job done. When managers and employees define performance differently, expect trust problems to occur. Employees who are never absent, who put in an honest day’s work, and keep their noses clean expect to be rewarded for it. When the manager, who is looking for results, does not reward these employees, they feel cheated. “I didn’t get what I deserved,” is the conclusion, or “Outcomes are not tied to my performance.” This is a common problem. Even when outcomes are tied closely to performance, employees may perceive they are not. The misperception causes a downturn in employee motivation with predictable effects on effort and ...
... performance.

A History of Outcomes Not Being Tied to Performance – Employees who have a history of not getting what they deserve tend to hold well-entrenched beliefs that outcomes are not tied to performance. Bureaucracies, corporate and otherwise, often feel the bite of this problem. Outcomes must be tied closely to performance over a long period for people to change long-held beliefs that have been reinforced for years. Changing beliefs of distrust begin with a single opportunity. People want to trust you, but they have to have a reason to do so.

Managers sometimes are consistent in giving people what they deserve on one side of performance and not the other. For example, they may consistently give employees what they deserve for poor performance and do nothing when performance is good. This creates a trust problem. As a manager, take note of these scenarios and apply them to your organization to improve employee performance.

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