Preface
I want to introduce you to a whole new way of looking at human resources—through the lens of a theoretical framework. There is no shortage of theories about how people achieve success. Some authors have bonded several theories together, but no one has explained all human resource (HR) theories. That is the task I have undertaken—to build a Work Performance Framework (WPF) that unites all the many valuable theories about work, achievement, success, joy, failure, pain, isolation, and even generosity and mercy.
The WPF provides information about the many legitimate reasons that people succeed. The framework is geared toward both people who naturally do very well in their jobs and those who unknowingly violate their organization’s unwritten rules or taboos and find themselves in an intolerable state—dispirited by sadness, stress, disorientation, boredom, fatigue, or disenfranchisement. The WPF will help everyone better understand themselves in a complex work environment, leading to greater professional success.
The framework is also intended to help HR professionals who oversee recruitment, development, retention, and labor relations programs, as well as people who mentor coworkers. Finally, the WPF should prove to be of great value to academics researching HR management and looking for a new, fresh perspective.
I have developed the WPF for use in the public sector, because this is where I have worked and is what I know best. While organizations in the private sector have more freedom to dictate terms of employment, they are also vulnerable to market forces that can jeopardize their business. With increasing demands for continuous improvement and higher service expectations, the time is ripe for a comprehensive framework for work performance.
The book contains an introductory chapter, three parts, and a concluding chapter. The book aligns with the major facets of the WPF—HR theory, programs, strategic objectives, and research. Chapters 2–8 each include background information on the WPF, a selected literature review, a list of relevant HR programs along with several key measurements and important issues for future research. At the conclusion of each part, I apply the relevant lessons to answer the question, What makes a good worker?
As an introduction, Chapter 1 discusses public administration theory and HR theory and follows with a summary of the contents of the WPF. The chapter concludes by connecting the WPF to strategic workforce planning. Part 1 includes Chapter 2, which describes people as human resources at the stage before they have been fully prepared to work, and Chapter 3, which defines the enablers that prepare people to carry out their work responsibilities. These are the parts of the WPF that precede actual work performance—i.e., the antecedents to work performance.
Part 2 presents work inputs, work processes, and work outputs as the actual components of work performance according to general systems theory. Chapter 4 presents people as work inputs in terms of their competencies, work effort, and power to act. Chapter 5 addresses three sets of work processes—work production, work behaviors, and work improvements and innovations—and Chapter 6 presents work outputs—services, interpersonal communications, and work improvements and innovations.
Part 3 presents the aftereffects of work performance—the outcomes and impacts. Chapter 7 presents program outcomes and people outcomes, and it discusses performance measurements used to evaluate program and worker effectiveness. Chapter 8 presents impacts as the response to work results by workers, customers, or other interested stakeholders. Reponses come in the form of emotions, attitudes, well-being, understanding, and decision-making.
The last chapter summarizes the book and provides concluding comments. The chapter presents two performance dashboards—one HR managers can use to track the performance of their programs and services and one for efficiently reporting program performance. Then, applying the book’s lessons, I revisit the question, What makes a good worker? The chapter concludes with a final look at pressing issues for contemporary HR management and opportunities for important research.