Running head: ACHIEVE
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Human Resources: A Plan to Enhance Performance (ACHIEVE Model)
Matthew Bell
MGMT500 – Organizational Behavior and Human Resource Management
October 31, 2012
Dr. Whitney Stevens
Southwestern College Professional Studies
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Abstract
New technology is strongly needed in today’s world since the world is adapting. With new
technology comes new problems. The purpose of this paper is to discuss the problem of poor
performance in maintenance shops of the government where advanced technology is creating
uneducated and unmotivated employees and how by using the ACHIEVE model, leaders can
identify and improve performance in the workplace. The ACHIEVE, developed by Paul Hersey
and Marshall Goldsmith, list seven variables that help identify and improve performance. These
variables are ability, clarity, help, incentives, evaluation, validity, and environment. This paper
describes all variables of the model and describes how if used correctly, these variables can be
implied to improve performance.
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Human Resources: A Plan to Enhance Performance (ACHIEVE Model)
Years ago, the military and government decided it was time to upgrade aircraft and
develop new technology to produce the war fighter of the future. Producing the aircraft also
meant that all the training the maintainers received for legacy aircraft was no longer applicable
and that a new understanding was needed when it came to performing maintenance. When
military members transfer to a new base with these new aircraft it does not matter how long he or
she has been performing maintenance because everything they know what be discarded and they
must be prepared to start fresh. Unfortunately, most maintainers refuse to go away from known
methods and learn and adapt to the newer style of maintenance. By using the ACHIEVE model,
developed by Paul Hersey and Marshall Goldsmith, managers can determine why there are
performance problems and then develop strategies to solve these performance problems for their
workers (Hersey, Blanchard, and Johnson, 2008).
The Problem
The current problems that Air Force mechanics face when entering the realm of the new
aircraft are lack of training, unwillingness to adapt, and the developmental process. These
problems hinder maintainers from performing at their fullest potential. Lack of training causes
maintainers to not to perform to the needed levels in order to accomplish the goal.
Unwillingness to adapt results in negative attitudes about constant changes and new style which
impacts the mind of the young maintainers that are still impressionable. The developmental
process is a long process that requires constant input. This input results in a change in normal
day to day operation and causes experiences maintainers to become confused and frustrated. A
change is needed and strategies must be developed to solve these problems and allow for an
effective unit with qualified and knowledgeable maintainers.
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Plan of Action
Major change is needed. Maintainers need to be properly trained and understand that
without them, the mission will stop. One way to accomplish these goals is to utilize the
ACHIEVE model developed by Paul Hersey and Marshall Goldsmith. The ACHIEVE model
helps mangers who are strong at identifying the problem but weak at analyzing or diagnosing the
problem (Hersey, Blanchard, and Johnson, 2008). Since these maintainers have the competence,
the ACHIEVE model will be the ideal model to use since these maintainers have the willingness
to perform the tasks and have the necessary skills to complete the tasks. Effective performance
is isolated to seven variables, according to Hersey and Goldsmith. These variables are ability,
clarity, help, incentive, evaluation, validity, and environment. Using the first letter of each
variable gives the acronym ACHIEVE. Using the ACHIEVE model will give management all
the tools necessary to improve performance management and allow managers to evaluate how
each factor will affect the current or potential performance of followers for a give task (Hersey,
Blanchard, and Johnson, 2008).
A-Ability
Ability refers to the maintainer’s knowledge, experience, and skill (Hersey, Blanchard,
and Johnson, 2008). Task relevant experience, education, and skills are part of ability.
Experience comes from work experience that results in success job completion. Education can
be from formal or informal training that the maintainers receive to help them complete tasks.
Task skills require and are the proficiencies that result in the successful completion of a task
(Hersey, Blanchard, and Johnson, 2008). Leaders have to identify maintainers that lack ability
and schedule them for formal training to that they can learn the skills necessary to have
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successful job completion. After training, leaders should place the maintainers in every situation
that will gain them experience so that they could become trainers when necessary.
C-Clarity
Clarity, or role perception and understanding, is shown when employees understand what
to do, when to do it, and how to do it (Hersey, Blanchard, and Johnson, 2008). Roles create
specific behaviors necessary to carry-out a task or the group of tasks contained in a position or
job. Clarity is also when individuals are clear about why they are there and what they are
expected to do and achieve (Punia, n.d.). When maintainers do not have a clear role, they do not
have motivation so it is the responsibility of the leader to brief individuals when they first arrive
and define their roles and expectations immediately to prevent “fogging” of the mind and to keep
employees on the right track for success. The leader should also document all of the direction
for reference if clarity is lost (Hersey, Blanchard, and Johnson, 2008).
H-Help
Help is something that every maintainer needs whether they are new to the organization
or new to the aircraft. Help and/or support is needed by the maintainer from the organization to
effectively complete a task or group of tasks (Hersey, Blanchard, and Johnson, 2008). Help
comes from having the means, such as money, personnel, equipment, facilities, and support from
other departments (Hersey, Blanchard, and Johnson, 2008). Organizational support can also be
just caring about the employees (Randall, n.d.). Organizations or leaders who take pride or show
concern for their employees will see effective results. Employees will raise their investments in
the organization and strive for success and enhanced performance (Randall, n.d.). Leaders must
show that help is available and this will result in maintainers knowing that they are supported
and build their confidence.
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I-Incentive
Incentives act as motivators to employees and without incentives there are no motivators.
Incentive is important because it is not the same for each employee since each person has
specific motivators. Most organizations do not know how to properly use incentives and try to
bribe employees rather than offer appreciation or praise which is all that some require (Singh,
n.d.). When morale is low effective leaders must use incentives fairly and equally watching not
outdo themselves each time. Employees who see this will not perform if their rewards or
incentives cannot be met. Incentives will motivate employees to perform tasks that they are not
confident in so that if successful, they can reap the benefits of the incentive (Hersey, Blanchard,
and Johnson, 2008).
E-Evaluation
Feedback and evaluation is something that should be done on a day-to-day basis and
periodically throughout the year on employees by managers (Hersey, Blanchard, and Johnson,
2008). Throughout the years, performance feedback has been found effective to influence the
direction and level of future effort from the employee (Fedor, Davis, and Mathieson, 2001).
Negative feedback could cause an employee to strive for success to avoid future negative
feedbacks while positive feedbacks will drive an employee to continue success (Fedor, Davis,
and Mathieson, 2001). Managers must keep in mind not to inflate the feedback and evaluation
system and keep them fair and honest. If inflation occurs, managers who want to avoid conflict
will write positive feedbacks for low performers resulting with no performance increase and
continued bad performance. Evaluations must be done correctly to have a chance of increasing
performance.
V-Validity
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The appropriateness and legality of decisions made by the leader is known as validity
(Hersey, Blanchard, and Johnson, 2008). Making decisions about employee can be difficult for
leaders. Performance can be negatively affected if a decision or punishment is against the laws,
regulations, or company policies (Hersey, Blanchard, and Johnson, 2008). Managers must also
watch for employees breaking any laws, regulations, or policies that might be affecting an
individual or group of people that will negatively impact performance. Effective organizations
should have programs and training in place to combat and prevent any type of validity breach.
E-Environment
Environment refers to all external factors that influence performance (Hersey, Blanchard,
and Johnson, 2008). Environment can even effect those employees who possess all other
variables of the ACHIEVE model. The biggest problems that maintainers faced were the
government regulations and the actual environment. One of locations of work was in Alaska.
Temperatures were known to drop in the negative 50’s and snowfall could reach 144 inches per
year. Also, sunlight in the winter months was nonexistent. All of these factors cause stress and
depression and low performance is going happen. If environmental factors, beyond the control
of anyone, result in a problem, there should be no reward or punishment (Hersey, Blanchard, and
Johnson, 2008). Effective leaders have to know how to up morale in a time like this to bolster
performance.
Conclusion
Low performance from employees is a fixable event. By remembering and evaluating
each employee using the variables of the ACHIEVE model; ability, clarity, help, incentive,
evaluation, validity, and environment. Leaders everywhere should be able to incorporate this
model and improve performance whenever and wherever performance is lacking. It is important
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to remember that this model was not only developed to help managers identify when
performance is lacking but also to give them the ability to develop change strategies to solve
performance problems (Hersey, Blanchard, and Johnson, 2008).
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References
Fedor, D. B., Davis, W. D., Maslyn, J. M., & Mathieson, K. (2001). Performance improvement
efforts in response to negative feedback: the roles of source power and recipient selfesteem. Journal Of Management, 27(1), 79.
Hersey, P., Blanchard, K. H., and Johnson, D. E. (2008). Management of Organizational
Behavior (9th ed.). Upper Saddle River, NJ: Prentice-Hall.
Punia, P. (n.d). Relationship between Role Clarity, Job Perception and Performance of
Employees in a Scientific Research Organization. Journal Of Psychosocial Research,
6(2),
Randall, M. (n.d). Organizational politics and organizational support as predictors of work
attitudes, job performance, and organizational citizenship behavior. Journal Of
Organizational Behavior, 20(2),
Singh, H. (n.d). Using intangibles to motivate. New Straits Times,