Employee Performance and Organisational Psychology Training Course

Participants can define role requirements and translate them into observable performance criteria.

• Work analysis using interviews, observation, critical incidents and questionnaires
• Task inventories distinguishing duties, frequency, importance and difficulty ratings
• KSAO statements translated into observable performance requirements and selection criteria
• Competency models: behavioural indicators, proficiency levels and validation evidence
• RACI matrices clarifying role boundaries, decision rights and handoffs
• Job descriptions separating essential functions from discretionary contributions

Participants can diagnose motivational barriers and recommend job and reward design responses.

• Goal-Setting Theory: specificity, difficulty, commitment, feedback and task complexity
• Expectancy Theory diagnosis of effort-to-performance and reward-to-value beliefs
• Self-Determination Theory: autonomy, competence and relatedness in job design
• Equity Theory assessments of distributive, procedural and interactional justice
• Motivational job redesign using the Job Characteristics Model
• Recognition systems matched to performance drivers without crowding out intrinsic motivation

Participants can design and run performance management processes using fair, observable standards.

• Performance management cycle: planning, coaching, review, calibration and development
• SMARTER objectives linked to unit metrics, priorities and controllable outcomes
• Behaviourally Anchored Rating Scales constructed from critical incident evidence
• Feedforward conversations using SBI and GROW coaching structures
• Rater errors: halo, recency, leniency, central tendency and similarity bias
• Calibration meetings testing rating evidence, standards and cross-team consistency

Participants can assess the quality and fairness of common employee assessment methods.

• Reliability, validity and utility evidence for employee assessment methods
• Criterion-related validation: predictive, concurrent and incremental validity designs
• Structured interviews scored through anchored questions and standardised rating guides
• Psychometric test interpretation: norms, percentiles, confidence intervals and score bands
• Adverse impact analysis using selection rates and the four-fifths rule
• ISO 10667 principles for assessment-provider roles, documentation and candidate feedback

Participants can identify leadership behaviours that improve accountability, learning and team performance.

• Leader-member exchange and its effects on trust, performance and retention
• Situational leadership responses matched to competence, commitment and task risk
• Psychological safety behaviours: speaking up, error reporting and constructive challenge
• Transformational and transactional leadership behaviours distinguished through observable actions
• Manager coaching routines for diagnosing barriers and agreeing behavioural commitments
• Team norms governing coordination, accountability, conflict and information sharing

Participants can diagnose team processes that improve or obstruct coordinated performance.

• Team effectiveness diagnosed through input-process-output and IMOI models
• Belbin team roles used cautiously alongside task and workflow analysis
• Coordination mechanisms: huddles, visual controls, escalation paths and decision protocols
• Conflict modes assessed with the Thomas-Kilmann Instrument framework
• Social loafing controls through identifiable contributions, interdependence and peer feedback
• Cross-functional performance barriers mapped through stakeholder and workflow analysis

Participants can assess how working conditions affect engagement, wellbeing and sustained performance.

• Job Demands-Resources model linking workload, support, burnout and engagement
• Psychosocial risk assessment covering workload, control, role clarity and relationships
• Utrecht Work Engagement Scale interpreted within confidentiality and survey-design limits
• Absence, turnover and pulse-survey data triangulated with qualitative evidence
• Workload interventions distinguishing resource gaps from individual resilience needs
• Return-to-work conversations balancing adjustment needs, privacy and performance expectations

Participants can plan for employee responses to performance-related organisational change.

• Organisational change reactions explained through uncertainty, identity and perceived fairness
• ADKAR framework applied to awareness, desire, knowledge, ability and reinforcement
• Stakeholder segmentation based on influence, impact, readiness and likely resistance
• Change communication plans specifying messages, channels, managers and feedback loops
• Resistance diagnosis separating capability, capacity, incentive and trust barriers
• Behaviour adoption measures tracked through leading indicators and observation

Participants can produce a measurable intervention plan for a defined employee performance issue.

• Performance diagnosis combining work analysis, employee data and manager evidence
• Root-cause analysis using five whys, fishbone diagrams and competing hypotheses
• Intervention options compared by expected impact, feasibility, cost and risk
• Evaluation plans using baseline measures, comparison groups and outcome indicators
• Action plans assigning owners, milestones, measures and governance reviews
• Ethical decision checks covering privacy, fairness, transparency and unintended consequences