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Bret Simmons
Bret Simmons

Presentation for Parkview Health, August 17, 2012

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WHY EMPLOYEES CHOOSE TO PERFORM Bret L. Simmons, Ph.D Parkview Health August 17, 2012 www.bretlsimmons.com
Why did you they choose to perform?
Why do you care?
JOB PERFORMANCE • Task behaviors • Extra-role behaviors • Withdrawal behaviors
CHOICE Responsibility
HOW IS THE WRONG QUESTION
There is no prescription for employee performance
PERSONALITY OR ATTITUDE Which is a better predictor of job performance?
Attitudes!
Partner with your employees to continuously improve the systems that so strongly affect their attitudes about you, the organization, and the work that they perform
JOB ATTITUDES • Organizational commitment • Job satisfaction • Trust in the supervisor • Justice (fairness) • Engagement
ORGANIZATIONAL COMMITMENT I want to be here • Affected by doing this work with you • Job Satisfaction • Justice
• Pay • Opportunity for promotion • Co-workers • Work itself • Supervisor
PROCEDURAL JUSTICE • Consistency • Transparency • Voice • Appeal • Ethics
Willingness to be vulnerable to another in a situation involving risk
ARE YOU TRUSTWORTHY? • Ability • Integrity • Benevolence
• Master, then continuously improve your job • Care about the people you work with, work for, and serve • DWWSWWD Trustworthy
Engagement: Investing the head, hands, and heart in full work performance
ENGAGEMENT • Value Congruence: expect people to behave at work consistent with the highest values they espouse in themselves and others • Psychological safety: trusting interpersonal relationships in fair and supportive organizational environments • Core self-evaluation (personality trait): self-esteem, self-efficacy, emotional stability, locus of control
HIRE FOR PERSONALITY • Conscientiousness • Internal locus of control • Healthy self-esteem
RECOMMENDATIONS • Measure commitment and satisfaction regularly • Be honest with yourself and with those you’ve been given the privilege to lead about the results • Invite accountability • Treat the organization as an unfinished prototype • Encourage people to make daily progress doing work that really matters
WHY EMPLOYEES CHOOSE TO PERFORM Bret L. Simmons, Ph.D Parkview Health August 17, 2012 www.bretlsimmons.com bret.simmons@gmail.com (775) 336-9576

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Parkview Health

  • 1. WHY EMPLOYEES CHOOSE TO PERFORM Bret L. Simmons, Ph.D Parkview Health August 17, 2012 www.bretlsimmons.com
  • 2. Why did you they choose to perform?
  • 3. Why do you care?
  • 4.
  • 5. JOB PERFORMANCE • Task behaviors • Extra-role behaviors • Withdrawal behaviors
  • 7. HOW IS THE WRONG QUESTION
  • 8. There is no prescription for employee performance
  • 9.
  • 10.
  • 11. PERSONALITY OR ATTITUDE Which is a better predictor of job performance?
  • 13. Partner with your employees to continuously improve the systems that so strongly affect their attitudes about you, the organization, and the work that they perform
  • 14. JOB ATTITUDES • Organizational commitment • Job satisfaction • Trust in the supervisor • Justice (fairness) • Engagement
  • 15. ORGANIZATIONAL COMMITMENT I want to be here • Affected by doing this work with you • Job Satisfaction • Justice
  • 16. • Pay • Opportunity for promotion • Co-workers • Work itself • Supervisor
  • 17. PROCEDURAL JUSTICE • Consistency • Transparency • Voice • Appeal • Ethics
  • 18. Willingness to be vulnerable to another in a situation involving risk
  • 19. ARE YOU TRUSTWORTHY? • Ability • Integrity • Benevolence
  • 20. • Master, then continuously improve your job • Care about the people you work with, work for, and serve • DWWSWWD Trustworthy
  • 21. Engagement: Investing the head, hands, and heart in full work performance
  • 22. ENGAGEMENT • Value Congruence: expect people to behave at work consistent with the highest values they espouse in themselves and others • Psychological safety: trusting interpersonal relationships in fair and supportive organizational environments • Core self-evaluation (personality trait): self-esteem, self-efficacy, emotional stability, locus of control
  • 23. HIRE FOR PERSONALITY • Conscientiousness • Internal locus of control • Healthy self-esteem
  • 24. RECOMMENDATIONS • Measure commitment and satisfaction regularly • Be honest with yourself and with those you’ve been given the privilege to lead about the results • Invite accountability • Treat the organization as an unfinished prototype • Encourage people to make daily progress doing work that really matters
  • 25.
  • 26. WHY EMPLOYEES CHOOSE TO PERFORM Bret L. Simmons, Ph.D Parkview Health August 17, 2012 www.bretlsimmons.com bret.simmons@gmail.com (775) 336-9576

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