Organizational and Behavioral Interventions
For Performance Improvement1
By Dr. Sohail Amjad, Pakistan
Introduction:
The purpose of this brief is two folds. First, it describes how suggested
behavioral interventions would differ from the traditional past practices of
skills
training.
Second,
it
elaborates
the
interaction
between
organizational and behavioral interventions to compliment each other. It
is important that systems perspective in the developing country context is
used
to
develop
organizational
and
behavioral
interventions.
The
emphasis is on improving the organizational processes which leads to
performance improvement.
Differences
between
proposed
behavioral
interventions
and
traditional past practices of skills training:
The usual argument is that we have trained people in skills to implement
organizational tasks (e.g. service delivery, performance data collection
and reporting, data quality assurance and use etc.) but it did not work. It
is
the
contextual
or
organizational
factors,
which
leaves
people
demoralized. Thus, we need more emphasis on organizational support
interventions. The best results are obtained by combining the individual
and organizational interventions. The individual behavioral intervention
should emphasize reducing negative attitudes2 towards performance
1 The interventions proposed in this manuscript specifically focus on developing countries context
and for devolved/semi-autonomous local governments in public sector. Many interventions are
equally applicable to other contexts.
2 ‘Attitudinal change is must for moving forward’ i.e. from “Habit to Motivation”. Habit is reflexive,
without intention, without conscious deliberation and control, could be beneficial or harmful,
require “external force” to acquire it. Motivation involves a voluntary, intentional, selfless devotion
Dr. Sohail Amjad
Organizational and Behavioral Interventions
For Performance Improvement in Developing Countries.
1
improvement tasks and improving motivation3 to perform them, while
organizational interventions should involve strengthening and creating
mechanisms for supporting good performance and rewarding those who
consistently deliver performance. Keeping this context, I will first describe
how behavioral interventions are different from the past skills training and
then I will illustrate organizational interventions.
Differences
 Skills are based on the perspective of “how to do it” which leads a
gap in “why to do it”. It is important that people relates to the
immediate and long-term benefits to self and others to perform a
certain task.
 Skills on performance data collection are emphasized without
creating a demand for data in those who would benefit from it.
 Emphasis on performance improvement benefits on 1) personal; 2)
management; 3) policy; 4) community; 5) advocacy, others.
 Emphasis on overcoming negative attitudes towards documentation,
performance data collection e.g., it is wastage of time, boring, no
immediate benefits to self and others, service is more important
than knowing quality of service and number of people served, data
quality will remain a problem in future, culture is difficult to change,
etc.
 Shifting emphasis from performance data use for M&E to perceiving
gaps as an opportunity for improvement from where we are to
where we want to go
 Shifting emphasis from self-blame to processes which affect
performance.
to a cause, developing strategies for maximizing benefits to others and thus energizing oneself
with creating a difference (IDEAL?).
3 Improving motivation will require, creating awareness in senior management that negative
attitudes exist and affect motivation, performance and developing behavioral change
communication strategy by the management that will also be part of the promotion of specific
values for culture of information.
Dr. Sohail Amjad
Organizational and Behavioral Interventions
For Performance Improvement in Developing Countries.
2
 Emphasis on self-assessment as a skill and a belief for personal,
organizational development and making a difference in life of people
served, self-assessment as means of promoting responsibility and
accountability4.
 Combining new skills such as data quality assessment using LQAS
or others etc.
 Emphasis on motivation though problem solving, goal setting, role
modeling, cultural practices such as work as a community service,
appreciation and acknowledgement by colleagues, supervisors,
community, prestige due to good work, comparison etc.
 Strengthening belief that service provider has a responsibility to
improve life of the people served
 Strengthening belief that information empowers service providers to
improve their own working environment through advocacy with
3
senior management and with community.
Behavioral Interventions
 Problem solving is an important motivation technique, which help
people define a problem is such a way that possibility of change is
highlighted such as defining them as performance gaps and
presenting gap as an opportunity for change. Second, it explores
potential
causes
of
the
problem
and
generates
appropriate
strategies to address them. This is a behavioral change technique,
which could be use to sort problems for carrying out organizational
tasks.
 Goal setting is another way people use to motivate themselves for
action. Accomplishing a goal or a task creates positive feeling for
taking on more challenges. Thus, goal setting as a motivating
People have different attitudes towards accountability and responsibility, e.g. Accountability is
seen as punishment rather than a means of improving performance. Avoid responsibility by
shifting blame to “system” and not acknowledging being part of the “system”. Perceiving being
victim of circumstances than being empowered to bring change.
4
Dr. Sohail Amjad
Organizational and Behavioral Interventions
For Performance Improvement in Developing Countries.
technique would be used for carrying out tasks. The staff at service
delivery level should be asked to develop their service delivery
goal/targets as part of their striving for making a difference in lives
of people and understand it as a meaningful activity.
 Self-efficacy (as behavioral scientists describe) implies having
confidence in one’s ability to perform a task or change things for
better. This helps in creating empowerment, optimism and futuristic
perspective. Thus, self-efficacy could be a major technique for
motivating people for better performance.
Organizational Interventions
Organizational
interventions
involve
strengthening
and
modifying
attitudes, beliefs, practices, and management processes for effective and
efficient use of resources for high motivation and better performance.
Six types of interventions are suggested:
A. Instituting Quality Assurance Tools for performance monitoring
and evaluation
B. Foster team building concepts as teams can take better
decisions than individuals.
C. Change in old Performance Appraisal systems and introduction
of
more
transparent
and
performance-based
appraisal
techniques and systems.
D. Change
in
traditional
Supervisory
System
and
making
supervisors as part of performance appraisal of staff.
E. Establish Reward/incentive System
F. Introduction of performance feedback mechanism from topdown to bottom up on regular basis.
A. Instituting
Quality
Assurance
Performance including Data Quality
Dr. Sohail Amjad
Organizational and Behavioral Interventions
For Performance Improvement in Developing Countries.
Tools
for
Monitoring
4
Performance and data quality is the result of various processes. Thus,
modifying those processes has the potential for improving performance.
These gaps in processes could be identified through use of quality
assurance tools. Some of these are: LQAS, cause and effect analysis,
control chart and story board.
B Establish Management Teams from bottom-up at all levels.
The management teams are visualized as an effective way of performance
management through participatory decision-making and support for each
other for performance improvement. The appropriate levels for teams
should be identified with designated team leaders responsible for team
performance based on organizational structure in the country context.
Thus, to improve performance and create accountability, team leader
should be given more management control over team members and staff
for performance management. These changes would help to create a
better teamwork, planning and implementation of action plan for
improving performance as evidenced by improving service coverage.
C Change in Performance Appraisal system
Proposed criteria are:
 Evaluated based on the planned targets for service coverage and
deliverables at the end of each year and should achieve + 10% of
the set targets.
 Displayed monthly monitoring information in the facility as well as
in higher managerial units as confirmed by supervisory visit of the
district/provincial teams and peer reviews.
 Conducted
two
performance
assessments
maintaining performance by end of year.
Dr. Sohail Amjad
Organizational and Behavioral Interventions
For Performance Improvement in Developing Countries.
for
improving
and
5
 Received a certificate from Community-based Organization (CBO)
for involving communities for setting coverage target, monitoring
and evaluating it.
 Generating funds from community to rewards good outreach
workers.
 Received a certificate after peer review of meeting district data
quality standard and service coverage.
 Coordinated with other vertical program managers/sectors.
D.
Change in Supervisory System
It is difficult to conduct a supervisory visit due to transport, cost and
other reasons. Second, a close supervision tends to give the impression
that there is no trust on reported performance. Thus, it is better to
empower service providers to set their own target and meet them by
providing them tools to facilitate their performance. They should feel
confident about their performance to invite peers and management to
confirm it. Peer review should become part of the annual performance
appraisal. Two six monthly peer reviews are proposed.
Proposed processes could be:

Six-monthly review – service delivery outlets

Sub-district has the supervisory function for service delivery
outlets

Some rotating mechanism between higher and lower tiers for
review of performance, thus district reviewing performance of
sub-districts, provinces reviewing performance of districts and
national
level
should
review
provincial
performance
achievement of targets.
E Establishing Reward/Incentives System in Public Sector
Dr. Sohail Amjad
Organizational and Behavioral Interventions
For Performance Improvement in Developing Countries.
on
6
This is the most difficult area to intervene but at the same time need
attention,
if
organization
performance
improvement
has
resources
limited
is
and
to
be
thus
achieved.
could
not
Every
provide
financial/tangible benefits all the time. Furthermore, salary is contingent
upon a certain level of performance, so why that level of performance
need further incentive. And we know that, given all constraints, some
staff still meet or exceed performance expectations, thus, motivation to
perform is more complex than provision of tangible/ financial incentives.
Therefore
some
trade-off
need
to
be
strike
off
for
sustainable
performance improvement practices in the organization. Here, a few
interventions and processes are described, which can possibly be
introduced in public sector without much resource implications. These are
as follow;
Institute a yearly recognition certificate (explicit criteria
communicated to all)
Acknowledgement in newsletter at district/provincial and
national level
Rotating trophy among high performers
Rural to urban transfer/posting opportunity
Special salary increment for those who receive recognition
certificate for two years
3-6 months salary advance facility (interest free) for high
performers
In-service short training opportunities based on performance
criteria.
Priority
on
in-service
higher
studies
in
public
sector
institutions—sponsorship
Introduce loan schemes based on performance (low interest
rate)
One salary as bonus to performance trophy winner
Develop
mechanisms
performance
Dr. Sohail Amjad
Organizational and Behavioral Interventions
For Performance Improvement in Developing Countries.
for
community
rewarding
good
7
Other Options:
 Performance Related Pay (PRP)
 Performance Linked Contracts (PLC)
 Sliding Scale Performance Appraisal (SSPA)
 Management by Objectives (MBO) or Management by Targets
(MBT) Contracts
 Develop standards, criteria and mechanisms for performancebased contracts
F Changes in Feedback Report on performance at all levels
A regular feedback mechanism on performance should be institutionalized
and these feedback reports should:

Describe district/provincial and national targets for selected
indicators.

Describe the district/provincial/regional average on selected
indicators and make comparison with assigned targets

Compare outreach facilities with district average and set targets.

Compare outreach facilities across time and appreciate outreach
facilities which are above district average and meeting set
targets.

Provide reasons why some facilities are above and below
average.

Provide guidelines for actions to facilities
Therefore, performance feedback system should describe:

Progress towards district/provincial and national targets

Comparison of performance on set targets

Comparison of performance over time
Dr. Sohail Amjad
Organizational and Behavioral Interventions
For Performance Improvement in Developing Countries.
8

Provide reasons for below and above average performance

Formulate supportive action guidelines
Conclusions
Senior Management acknowledgment is needed that behavioral and
organizational factors are crucial for performance improvement, leading to
improved services and progress towards development outcomes. Senior
Management support is essential for implementing behavioral and
organizational interventions for improvements in performance.
9
Dr. Sohail Amjad
Organizational and Behavioral Interventions
For Performance Improvement in Developing Countries.