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Rummler and Brache Model

This version was saved 10 years, 2 months ago View current version     Page history
Saved by Safna Kalariparambil
on April 5, 2012 at 10:22:31 am
 

The Rummler and Brache Model

 

Rummler and Brache had their basic roots in the teachings of Skinner and those beliefs helped them develop their nine performance variables model also known as the Rummler and Brache model.  As they worked in training and instructional design fields, Rummler and Brache have experience people who were adequately trained but did not always perform at the expected level.  Rummler and Brache started looking at things such as systems in place, the environment etc. that might have affected the performance of individuals on the job.  They outlined a new theory with a holistic perspective at three levels of performance and three performance needs.  The levels of performance are organization, process and performer.  The three performance needs are goals, design and management. One axis of the model consists of the levels of performance and the other is comprised of the performance needs.  The performance levels are crossed with the performance needs to form a grid pattern with nine boxes.  In each of the nine boxes, a level of performance and a performance need come together.  These boxes represent the critical variables within the different levels and aspects of the organization. 

 

 

The Three performance needs

 

  • Goals – Clear goals at each of the performance level ensure desired outcomes.

  • Design – Having a strong design at each level maximizes the efficiency of operations.

  • Management – Having a good management system at each level helps the organization react to changes effectively.

 

According to Rummler and Brache, a failure at any one of these levels will cause a performance issue.

 

The Three levels of performance

 

  • Organization – This is the most important of the three levels of performance because it establishes the necessary circumstances for the other levels of performance.  This level describes the major functions of the organization and determines the organizational chart. 

  • Process – This is where the actual work gets accomplished.  The process level considers the flow of work as it cuts across departments, how it affects those interrelationships, and looks for breakdowns or gaps in the white spaces.  This level also looks at how people, materials, machines, methods, and the environment combine to add value to a service or product.

  • Job/Performer – This level is the lowest level that rounds out the holistic approach of Rummler and Brache model.  This level plays an important role as individual performers are the ones who carry out the work and therefore it is necessary to improve the performance of these individuals.  When performance is not optimal, determine if the individual performance goals, knowledge and skill, work environment, availability or support tools, coaching, and feedback support the processes.

 

When you have all three levels of the organization, the processes, and the performers working together toward the same goals, optimal performance is possible.  According to Rummler and Brache, Failure to adequately account for these interrelationships is a major cause of failed process implementations.

 

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