Performance Analysis in Human Resource Development

1. TOOLS FOR DIAGNOSIS
Presented by: Supritha Kannan, Victoria Cooper,
and Alec Webber
LHRD 7571 – Performance Analysis in Human
Resource Development
October 25, 2021

2. EFFECTIVE MANAGEMENT
CONSULTING FOR ORGANIZATIONAL CHANGE
• Content - What needs to be changed
• Process - How to bring about the change
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3. WHAT I S MODEL?
• A model can come in many shapes, sizes, and styles.​
• A Model is not the real world
• It is Merely a human construct to help us better understand real world
systems.​
• Models have an information input, an information processor, and an output of
expected results.​

4. AN INTEGRATED MODEL FOR CHANGE
• The degree of acceptance of a change determines the willingness of people
to provide relevant information about current operating problems, and what
changes need to be made in the system of operation, if the organization's
objectives are to be realized.
• Provide specific guidelines to help organizations through the process of planning
and implementing change more successfully.

5. WHY USE ORGANIZATION MODEL ?
• Help in classification of the components into more manageable size (collection of data,
large information, manageable size)
• Enhance our understanding of significant organizational problems (In the model -
problem in three components but not in others, attention)
• Help us interpret the data about the organization (Example- Structure & Strategy,
(chandler 1962) "for optimum organizational effectiveness, there must be a strong link
between organizational strategy and structure" – clarity of the strategy helps determine
the problem in structure)
• Help provide an efficient language (Example - Culture)
• Guide action for change (Certain dimension more important than others, order of
sequence)

6. According to this approach,
• Before you bring about change
in any one of the four
components, you should
evaluate the impact on the
other three components.
• To implement change
successfully, you need to find
the right balance between all of
them.

7. Structure
• How individuals and teams are
grouped in the organization.
• This is not only the hierarchical
structure but also the relationships,
communication patterns, and
coordination between
different management levels,
departments, and employees.
• This would also include how
authority and responsibility flow
within the organization.
• The structure needs to be altered
when changes are made to any other
component of the diamond.
Task
• The department team and individuals
all perform tasks.
• What these tasks are in the current
state and then compare these to what
the tasks will be in the future state.
• By understanding this you can then
develop communications and training
programs to bridge the gap.
• In organizational restructures, perhaps
where roles are made redundant or
shifted to other departments it
becomes critical to identify all the
tasks and who and how they will be
performed in the new environment.
COMPONENTS

8. People
• People in this model are the actual
people and their skills, attitudes, and
behaviors in the workforce.
• People bring all this as a context to
perform their work (or tasks).
• It’s important to understand the skills,
behaviors, and attitudes people must
have to succeed in the new
environment.
Technology
• Technology is about the tools that
people use to perform the tasks
• Key equipment and
processes; including computer system
s, essential software devices –
anything that enables communication
and workflow
• Tools you can use to implement the
proposed change, including things
such as seminars and training
materials.
COMPONENTS

9. Organizational Models
and Organizational
Change
• Weisbord's Six-Box Model
• The Nadler-Tushman
Congruence Model
• Tichy's TPC Framework

10. WEISBORD'S SIX-BOX
MODEL
• Pay attention to the organization as a
whole to avoid focusing too much on
one particular box in the model.
• The boxes are surrounded by a circle
that represents the external
environment, with arrows pointing in
both directions (input and output
representations).
• The model includes informal and
formal aspects to each of the 6 boxes.

11. • Purposes - How clear are organizational
members about the organization's
purpose and mission?
• Structure - How adequate is the fit
between the organization's purpose and
mission and the internal structure that
is designed to serve that purpose
• Rewards - What are the similarities and
differences between what the
organization formally rewards and
punishes?
• Helpful mechanisms - Which processes
and procedures in the organization help
organizational members do their work?
• Relationships - between
individuals, between and among groups,
units, departments, and between
the person and the requirements of
the job.
• Leadership - Organizational leaders' jobs
are to watch the other five boxes and to
make sure they are in alignment.
WEISBORD'S SIX-BOX MODEL

12. • Organizations are too complicated to be represented by only
6 categories.
• The links :
• Example 1: The purposes box links most directly with
both the relationships and structure categories. But how
does it link to the other boxes?
• Example 2: The leadership box implies a casual linkage
with all the other 5 boxes, but no other casual linkages
are suggested.
• Sometimes a deeper and more complicated diagnosis is
required, and the 6-boxes are not sufficient.
WEISBORD'S SIX-BOX MODEL

13. WEISBORD'S SIX-BOX MODEL
• How large is the gap between the
formal and informal dimensions of
the organization?
• What degree of discrepancy is
there between what is and what
ought to be?

14. NADLER-TUSHMAN CONGRUENCE MODEL

15. INPUTS
• The 4 inputs include environment, resources
available to the organization, the organization's
history, and strategies developed and evolved
over time.
• The Organization's environment affects internal
operations, structure, and policy.
• Resources within this model include capital, raw
materials, technologies, people, and intangibles,
which may have a high value in the company’s
market.
• History determines patterns of employee
behavior, policy, the types of people the
organization attracts and recruits.
• Strategy is the process of determining how the
organization's resources are best used within
the environment for optimal organizational
functioning.

16. OUTPUTS
• For diagnostic purposes, Nadler and
Tushman presented 4 key categories
of outputs:
o system functioning,
o group behavior,
o intergroup relations, and
o individual behavior and effect.
• Three questions help to assess the
effectiveness of the system’s
functioning as a whole.
• The remaining 3 outputs are directly
behavioral.

17. TRANSFORMATION PROCESS
• The components of the transformation
process include the people, the
various tasks and jobs, the
organization's managerial structure,
and all relationships of individuals,
groups, and subsystems.
• Four interactive major components
compose the transformation process,
changing inputs into outputs:
o Task
o Individual
o Organizational
o Informal Organizational

18. • An organization is dynamic, never static,
and the model must represent this
reality.
• 3 steps for diagnosis: identify the
system, determine the nature of the key
variables, and diagnose the state of fit.
• For diagnosing the link between fits and
outputs, the organization change agent
must focus on the outcome of the
diagnoses of the various component fits
and their behavioral consequences
on the system outputs.
NADLER-TUSHMAN CONGRUENCE MODEL

19. • The model is comprehensive, mostly descriptive, and suggests certain cause-effect
linkages.
• Ideas for determining which organizational dimensions are more central or "weightier"
than other dimensions.
• No means are suggested for determining when congruence produces desirable or
undesirable effects.
• In later years, Nadler and Tushman were influenced by nonlinear complex systems
theory. In the short-term, congruence seems to be related to effectiveness and
performance. But, a system with high congruence can be resistant to change. It
develops ways of insulating itself from outside influences and may be unable to respond
to new situations.
NADLER-TUSHMAN CONGRUENCE MODEL

20. • The framework is like the other two
models.
• Tichy's model focuses more on
organization change with 9
components.
• The 9 components should be seen
more as change levers and not as
boxes.
TICHY'S FRAMEWORK

21. • The technical, political, and cultural aspect of this
framework represent the 3 primary systems that cut
across the 9 levers.
• Tichy considered these 3 systems to be the dominant
ones for understanding organizations in general and
organization change.
o Technical system - based on science and hard
data and therefore represents a
rational perspective.
o Political system - based on power dynamics
and the fact that in organizations
some groups and individuals are more
powerful than others.
o Cultural system - shared values and norms or
cognitive schemes which are what link people
and constitute the organizational culture.
TICHY'STECHNICAL, POLITICAL, CULTURAL (TPC) MATRIX

22. TPC Matrix
0
0
0
0
0
0 – no change
1
1
1 1
1 1
1- moderate change
1
1
2 2
2
2
2
2
2
2 – great deal of change
5
9
6
5 5
4 4
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23. TPC MATRIX - INTERACTION
• Tichy saw these three systems as
intertwined like 3 strands of rope.
• The 3 systems can be understood
separately but for effective change all
must be managed together.

24. • Tichy's model includes most of the variables that are critical to understanding and
changing organizations.
• The framework helps the organizational change agent understand what to consider and
how to think through the implementation of a large-scale change effort in an
organization.
• Limitations
• People component
• Individual level of organizational analysis
• Too much emphasis on alignments
TPC FRAMEWORK

25. The Burke-
Litwin Model
• Model links psychological and
organizational variables to the
organizational climate.
• Open-system way of thinking
with the external environment
box as the input and the
individual and organizational
performance box as the output.
• Remaining boxes are the primary
throughput dimensions.
• The feedback loop (arrows) goes
in all directions to represent that
organizational performance
impacts the external
environment.

26. THE MODEL ITSELF
• The 12 boxes are the base for
organizational understanding and
analysis.
• Larger-system level variables –
mission and strategy, leadership,
culture
• Group or local work unit level -
climate
• Individual level – individual needs
and values, task requirements and
individual skills, and motivation
• Change in one box will
eventually impact the other boxes
2
6

27. TRANSFORMATIONALVSTRANSACTIONAL
TRANSFORMATIONAL
• External Environment,
Leadership, Mission and
Strategy, Organization
Culture, Individual and
Organizational Performance
• Direct interaction with
external environmental forces
will cause change within these
boxes.
TRANSACTIONAL
• Management Practices,
Structure, Systems (Policies
and Procedures), Work Unit
Climate, Motivation, Task
Requirements and Individual
Skill/Abilities, Individual
Needs and Values, Individual
and Organizational
Performance
• More concerned with the day-
to-day operations of the
organziation 2
7

28. • External Environment – What are they key external drivers? How are these likely to impact on
organization? Does the organization recognize these?
• Mission & Strategy – What do top management see as the organization's mission and strategy? Is there a
clear vision and mission statement? What are employees' perceptions of these?
• Leadership – Who provides overall direction for the organization? Who are the role models? What is the
style of leadership? What are the perspectives of employees?
• Organizational Culture –What are the overt and covert rules, values, customs and principles that guide
organizational behavior?
• Structure – How are functions and people arranged in specific areas and levels of responsibility? What are
they key decision-making, communication and control relationships?
• Systems –What are the organization's policies and procedures, including systems for reward and
performance appraisal, management information, HR and resource planning, etc?
DIMENSIONS OFTHE MODEL

29. • Management Practices – How do managers use human and material resources to carry out the
organization's strategy? What is their style of management and how do they relate to subordinates?
• Work Unit Climate – What are the collective impressions, expectations and feelings of staff? What is the
nature of relationship with work unit colleagues and those in other work units?
• Task & Individual Skills – What are the task requirements and individual skills/abilities/knowledge needed
for task effectiveness? How appropriate is the organization's "job-person" match?
• Individual Needs & Values – What do staff value in their work? What are the psychological factors that
would enrich their jobs and increase job satisfaction?
• Motivation – Do staff feel motivated to take the action necessary to achieve the organization's strategy? Of
factors 1-10, which seem to be impacting most on motivation?
• Individual & Organizational Performance – What is the level of performance in terms of productivity,
customer satisfaction, quality, etc.? Which factors are critical for motivation and therefore performance?
DIMENSIONS OFTHE MODEL CONTINUED

30. Recap of Burke-Litwin
model
https://youtu.be/c92YT92uFv
s

31. PROS AND CONS OFTHE BURKE- LITWIN MODEL
PROS
• Can assist In developing a change
strategy such as a more in- depth
forcefield model
• Explains the factors of change on
the premise of each category
impacting the overall organizational
change
• Gives distinction between
transformational and transactional
levels of change in an organization.
• Explains what drives change
without actually accounting for how
to implement the change
• Does not consider internal factors as
crucial drivers
• All boxes are not applicable in every
organization
CONS
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32. THANK YOU!