The Whiddett Performance Model
We have been researching models of organisational performance/capability. Our interest was shaped by several years of research into influences on performance at work. More recently, development of our model of performance has prompted us to consider how well performance models address the wide range of possible influences on individual and organisational performance.
Our findings so far show that models of performance tend to be descriptive and there appear to be no models that try to account for the full range of potential influences on performance. Indeed, performance models tend to be restricted to describing a part of the organisational system with little or no reference to the larger system of influences within which performance takes place.
Our model appears to be the exception as it takes a holistic view of influences on performance and it is operational rather than descriptive, i.e. it can be used to inform and shape the way organisations manage performance rather than just describe what has gone before.