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Performance Relationship Map

The performance relationship map is a tool created by Dana Gaines Robinson and James C. Robinson to help identify relevant performance information, illustrate relationships between business goals and performance, and display data to management. The map outlines desired operational results, desired job performance needed to achieve results, actual performance and results, and any gaps. It also considers factors internally or externally impacting gaps to help address performance issues. The key components of the map are business needs, desired and actual results and performance, causal links between them, and environmental factors.

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damaruga
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1K views

Performance Relationship Map

The performance relationship map is a tool created by Dana Gaines Robinson and James C. Robinson to help identify relevant performance information, illustrate relationships between business goals and performance, and display data to management. The map outlines desired operational results, desired job performance needed to achieve results, actual performance and results, and any gaps. It also considers factors internally or externally impacting gaps to help address performance issues. The key components of the map are business needs, desired and actual results and performance, causal links between them, and environmental factors.

Uploaded by

damaruga
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Performance Relationship Map The performance relationship map was created by Dana Gaines Robinson and James C. Robinson.

This tool is also considered a model which helps an individual gather relevant information related to some level of performance, illustrates where specific data is missing, demonstrates the relationships between business, performance, training, and work environment needs, and displays information about performance to management in an easily-understood way (Robinson & Robinson, 1995). By using the performance map, someone, typically a performance consultant, is able to outline desired operational results, or specific business goals related to a business need, and desired on-the-job performance, which must be in place in order to reach operational results. The map typically links these two components by researching internally and externally. Beyond desired performance and results, the performance map also details actual on-the job-performance and actual business results. This allows the performance consultant to understand how the organization, department, or individual is performing currently. Any differences that exist between the actual and desired performance, or between the actual and desired operational results, are considered performance gaps. In order to better understand the gaps, the performance map also requires the performance consultant to consider factors that may be causing the gaps or preventing an organization from achieving desired performance and results. The factors may be internal and within the organizations control or external and outside of the organizations control. After outlining each of these areas, the performance map is complete, and the performance consultant is better equipped to begin addressing the performance gaps.

Components of the Performance Relationship Map Business need Desired operational results (Should) Desired on-the-job performance (Should) Causal linkage between desired performance and results Actual operational results (Is) Actual on-the-job performance (Is) Causal linkage between actual performance and results Environmental factors impacting performance (Internal & External)

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