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后果与人的表现

Man in helmet and high visibility jacket looks up at a crane

清洁矿坑

Most tasks aren’t as unappealing as cleaning “the pit”, but this extreme and real example clearly illustrates the factors that influence human performance

Peter, a crew chief at a manufacturing plant, was dissatisfied with the way his crew cleaned “the pit”. While his last crew had always done a good job, this crew did a bad job every time.

有些工作比其他工作要好,但清洁地坑是一个彻头彻尾的讨厌的工作。在这个工厂里,设备被设置在一个两层半的坑里,必须定期清理,以便生产线正常运转。工厂又热又脏,但地坑却更糟糕。

To clean it, the worker dons white protective clothing and uses solvent to scrub around equipment, working bent over in a confined, filthy, over-heated space. Everyone on Peter’s crew did a bad job cleaning the pit, and they were frequently harassed about it by other crews.

是时候改变了

依靠Kepner-Tregoe人类绩效模型,彼得审查了船员的绩效系统。他希望 改变反应. His crew didn’t clean the pit well – they just wanted to get out fast. No one wanted to do the job.

He considered the expectations

Were the expectations clearly defined? He knew that his people understood what a good job was and were capable of doing it – they just wouldn’t. The signal to perform was clear too. When it was time to start the day in the pit, the tools were in place and everyone understood what should happen next. While the situation wasn’t particularly conducive to any kind of work, the tools, safety precautions, and protective gear made the job doable. The feedback to the crew members from the crew chief was reinforced by the other crews; Peter’s crew was doing a bad job cleaning the pit.

后果如何呢?

The crew understood that the consequences of a clean pit were overwhelmingly positive on the production line – fewer bearing problems, better running equipment, and more uptime. The positive 对组织的影响 是大量的。

Peter also considered the 对表演者的影响. These were overwhelmingly negative – a sore back, cracked knuckles, and the knowledge that another turn to do this dreaded task would come again. The positive consequences to the organization were overwhelmed by the negative consequences to the individual.

有什么不同呢?

Peter reflected  back to his days as a crew member: “When I was on the crew, we cleaned it well. The job was done by volunteers, not by roster, and I always volunteered”. What was different about the job that made people actually volunteer? Peter realized it was the 对表演者的影响.他的老组长会在维修站清理完毕后做一个白手套检查。当它清洁得可以接受时,维修站的清洁工就可以在剩下的班次中担任起重机协调员。

起重机协调人?

在这个设施中,时间表是围绕着起重机的使用来安排的。对于需求量很大的起重机,工作必须进行大量的安排和排序。安排工作是通过联系起重机协调员来完成的,协调员坐在有空调的办公室里,办公室里有一台咖啡机和一台电视。

Now Peter had identified a positive consequence that could get the response he wanted. Cleaning  the pit became voluntary and whoever volunteered also served as crane coordinator.

Immediately the dreaded job had volunteers who grabbed an hour and a half of drudgery in order to spend the rest of the day in the air-conditioned crane coordinator office. Inspired by positive consequences, Peter’s crew had moved from being the worst to the best pit cleaners.

Conclusion: using the performance system model to get results

当人们的工作没有接近他们的全部潜力时,仔细观察绩效系统可能会发现原因和支持改进所需的变化。

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