7-3 Performance gap analysis

Question 1

Once the performance SHOULD and performance IS model is applied and the root cause of the performance gap is identified, what is important to note is the optimal balance of the deficiency between individual versus organisational capability.

Then what do the managers do after they know the gap?

Answer 1

identify what is the ratio of the deficiency in performance which is down to individual and/or organisational capabilities

However this method is good at finding the gap and how large it is, there is the notion that some of the SHOULD practices are already being implemented.

Therefore, to understand and examine the real performance gap and where it stems from, one needs to focus on a combination of frequency and skill matrix.

Question 2

According to Robinson et al., (2015) Frequency, “refers t

Answer 2

how frequently do members of the workgroup actually use the SHOULD practices and behaviours in their job? Frequency is a quantitative or numerical measure of performance”

Question 3

Skills, “refers to

Answer 3

how skilfully do workgroup members apply the SHOULD practices on the job? This is a qualitative measure indicating the level of competence with which group members actually demonstrate the practices” (Robinson et al., 2015: 121).

Question 4

Skill and Frequency Matrix (from Robinson et al., 2015: 122)

Answer 4

1. High frequency, high skill - the ideal scenario, top right quadrant (celebrate)
2. High frequency, low skill i.e. the employee lacks skills so training and development is needed (lower right quadrant)
3. Low frequency, low skill i.e. practices are deficient but employees lack skills too (lower left quadrant)
4. Low frequency, high skill i.e. the employee has skills but not the practices required (organisational issues)