Page 257 - Psychological Management of Individual Performance

case study 241
company to improve productivity) and to demonstrate how, through the new procedure
(the ProMES feedback discussions), an individual can contribute to productivity
improvement.
There is no point in actually starting the new procedure until consensus has been
reached between supervisor and technician on the necessity, significance and feasibility
of the new procedure. Well-reasoned arguments will have to be provided. These can
follow the same lines as those used at the start of the development of the ProMES
system: productivity improvement is a must for the company, and focusing on and
working together on (in this instance) individual productivity is a justified activity. This
can easily be done by discussing actual data on the technician’s recent performance. The
discussion should have a problem-solving character: technician and supervisor together
analyse the technician’s performance and reach conclusions as to how, if necessary,
productivity improvement can be realised.
Eventual consequences of working according to the new procedure should also be
examined. For example, if after serious and constructive attempts to apply the new
procedure, it would appear that the technician should not be expected to be able to work
more effectively or efficiently than he has already been doing (i.e. he has reached his
ceiling), this situation should be accepted as a fact of life. Also, if agreements have been
made with regard to payment by results, it should be explained in which way ProMES
scores will be used to determine, for example, the amount of an annual performance
bonus. Only after the technician and supervisor have solved all the problems that have
come up during Part 1, i.e. only after the conclusion has been arrived that embarking
on the new procedure is a justified and worthwhile step, Part 2 can be initiated, i.e. the
sessions during which feedback is discussed and goals are set.

Critical supervisor behaviours for Part 1
Explain the necessity of the new procedure (productivity improvement is a must for the

company).
Explain the purpose of the new procedure (an aid to being able to work more effectively

and efficiently).
Clearly explain what the new procedure entails (working with ProMES feedback re-

ports, employing a problem-solving approach).
Explain that performance improvement is possible with ProMES (‘there is always

room for improvement’, e.g. all technicians setting the priorities agreed upon in the
ProMES system would already be a good start).
Explain what the changes will actually mean for the individual technician; do not

circumvent potential negative consequences, tell the truth (“no surprises”). It also
follows that one should elaborate upon the advantages (“sell the benefits”).

Objective performance data will be made available and discussed. This could mean that
the technician will find out that he has been performing less well than he had always
thought. This can be hard to swallow and a supervisor should already at this moment be
aware of a technician’s need to save face. A discussion about task strategies can bring
into the open the fact that the technician in some respects did not follow the prescribed
strategies. This can be accepted in good spirit but with the proviso that it should not