The Performance Model
At the heart of understanding the role of motivational and attitudinal patterns in human behavior and performance is the Performance Model.
The model, initially created by Patrick Merlevede of jobEQ, is the fundamental framework for understanding and managing human performance. The model has been updated based on experience, research, understanding, and feedback. Consultants, professors, university students, and clients have provided input to the current version.
The current version of the Performance Model is shown in the graphic below.
The environment—national and organizational culture—we live in, our personal characteristics such as background, demographics, and personality and the current context—for our purposes it is the work context—all have a significant influence on our behavior and, hence, on performance.
Context has a major role in the first stage of the process that explains performance. Our motivational and attitudinal patterns, which determine how we filter and interpret the world around us, are context-dependent, unlike more constant factors such as personality or intelligence. After the interpretation phase, we evaluate situations based on our criteria (values, goals, beliefs, etc.) and we decide if a situation is important and if it aligns with our criteria.
This leads to the third phase, when we take action. Our actions draw on our abilities and competencies as resources. Our actions determine the actual outcome—our performance.
Performance is, in fact, a result of a wide range of interdependent factors. At the core of the model lie the context-dependent motivational and attitudinal patterns that the iWAM measures and explains.
Further explanation of each element of the model is provided in a PDF file which is downloadable by clicking on this link (Performance Model).