Analyzing Performance Problems: The Mager and Pipe Model

Analyzing Performance Problems: The Mager and Pipe Model

E-Learning ModuleADE5189

Amber WarrenConnie Ramos

Kyontha NelsonLisa HammadApril 8, 2010

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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!"

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.

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.

Before we begin…Let’s get familiar with some of the Performance Analysis Termsyou 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 EXPECTATIONSFAST FIXGAP IDEALPUNISHMENT SKILL DEFICIENCY TERMINATION

A E O G S X L B K E U S T D Y

C F X J Z A I I T K B E A C L

T D A P E E B F E U R K N U A

I C C D E R Z T T M L E Y G U

O W I Q Y C E X I S I G A P T

N N P F R Q T N K C A S R M C

P M X L Q A A A I L D F O J A

L H M E Q T I F T Y G H W Z J

A N Y W I V E A Z I K F Z Z G

N U K O J D B K R V O L M C Q

O M N G L Z L J Y V J N O X P

J W M L V G W R Z T N K S X V

Z B I C O N S E Q U E N C E S

A K K R E H C P O V O Z L N T

S Y C C T N E M H S I N U P P

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.

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

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The discrepancy between ideal

performance and actual performance

Effects can vary from mild to extreme

The performance“gap”

What is a“performance problem”?

• Can the task be simplified?•Are obstacles remaining?•Do they have what it takes?

• What should be happening?• What is actually happening?

Mager and Pipe’s Model for analyzing performance problems

Step 1What is the performance problem?

• What would happen if we did nothing?Step 2

Is it worth fixing?

• 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?

• Are the wrong things being rewarded? Punished?• Are there any consequences at all?

Step 3Can we apply fast fixes?

Step 4Are the consequences right-side-up?

• Is it a skill deficiency? •Is the skill used often?•Could they do it in the past?

Step 5Is there a skill deficiency?

• Are they feasible?• What are the costs of possible solutions?• Draft and implement the action plan.

Step 7Which solutions are best?

(Click on each step for description)

Step 6Are there other causes?

(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.

Mager and Pipe’s model of decision analysis

Step 1. What is the performance problem?


Step 1. What is the performance problem?

Mager and Pipe suggest asking yourself, “What would happen if we left it alone?”


Step 2. Is the performance problem worth fixing?


Step 2. Is the performance problem worth fixing?

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

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.

2. Based on your choice, is this problem worth solving? 2. Based on your choice, is this problem worth solving? 1. Can you choose the most probable cause(s) of First

Choice’s performance problems based on the information provided above?

1. Can you choose the most probable cause(s) of First Choice’s performance problems based on the information provided above?

a. 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

b. Employees are lazy and when customers need assistance, they are taking breaks

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 aboved. All of the above

a. Yesa. Yes

b. Nob. No

3. Think: Why or why not?3. Think: Why or why not?

Stop and Think…Compare your answers for analyzing First Choice’s performance problem. Click the boxes for feedback.

2. Based on your choice, is this problem worth

solving? a. Yes b. No

3. Why or why not?

2. Based on your choice, is this problem worth solving?

a. Yes b. No

3. Why or why not?

1. Can you choose the most probable cause(s) of First Choice’s performance problems based on the information provided?


b. Employees are lazy and when customers need assistance, they are taking breaks.


d. All of the above

1. Can you choose the most probable cause(s) of First Choice’s performance problems based on the information provided?


b. Employees are lazy and when customers need assistance, they are taking breaks.


d. 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. 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.

Click hereClick here




No. Employees are motivated and enthusiastic, rarely showing up late for work .No. Employees are motivated and enthusiastic, rarely showing up late for work .

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.

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.No. Choices a and b have been ruled out as possible causes of this performance problem.No. Choices a and b have been ruled out as possible causes of this performance problem.


Yes—absolutely!This problem must be fixed or the store will likely lose its customer base—and the revenue that comes with it.

Yes—absolutely!This problem must be fixed or the store will likely lose its customer base—and the revenue that comes with it.

Click to re-read scenario


Step 3. Is there a fast fix?Mager and Pipe’s model of decision analysis

Step 3. Is there a fast fix?

Are thereinvisible

expectations?

Are thereinadequate resources?

Is thereinadequate feedback?

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?

(click) (click) (click)

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?

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!


Based on your choice, how would you go about fixing the problem?


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?

a. Yesb. No

a. Yes

b. No

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

• 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?


Step 4. Are the consequences right-end-up?


Step 4. Are the consequences right-end-up?

Stop and Think… Choose the best response to the question below.

The following are three examples of First Choice’s employeebehavior. Please identify the consequence issue that eachexample follows: Rewards inappropriate behavior, Punishesappropriate behavior, No Consequences.A) 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.


Consider employee skills:


Step 5. Is there a skill deficiency?


Step 5. Is there a skill deficiency?

Could the employee perform a certain way in the past -- but not

now?

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 notneed to focus on skill questions 2 and 3

Is the skill used often?

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If nothing has worked, consider other factors:


Step 6. Are there other causes?


Step 6. Are there other causes?

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


Step 7. Which solutions are best?


Step 7. Which solutions are best?

Is there a skill deficiency?

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!

What is the performance problem?

Can we apply fast fixes?

Are the consequences right-side-up?

Which solutions are best?

Are there other causes?

Is it worth fixing?



Step 2Is it worth fixing?












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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:

1. Identify the performance problem(s) in this scenario.

2. What are the potential causes of the performance problem(s)?

3. What can be done to fix those problems? 4. Is (are) the performance problem (s) even worth

solving? 5. Develop a brief action plan for the chosen

solution(s).

Click back to review the model

Final Exercise SolutionDo 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.

1.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.

2.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.

3.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.

4.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.

5.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.





Is it worth fixing?











Back

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

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Bibliography

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

The discrepancy between ideal

performance and actual performance

Effects can vary from mild to extreme

The performance“gap”

What is a“performance problem”?

Back

Is there a skill deficiency?

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!

What is the performance problem?

Can we apply fast fixes?

Are the consequences right-side-up?

Which solutions are best?

Are there other causes?

Is it worth fixing?















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7 Back






Is it worth fixing?










Back

Final Exercise Solution1. 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.

2. 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.

3. 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.

4. 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.

5. 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







Click here to review

the model






solution(s). Back





Is it worth fixing?











Back

Final Exercise Solution1. 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.

2. 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.

3. 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.

4. 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.

5. 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







Click here to review

the model






solution(s). Back

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Analyzing Performance Problems: The Mager and Pipe Model

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