Using performance templates for manager and employee learning – in-action

Abstract

Purpose – This article demonstrates how the performance improvement process, performance templates, may be used for both manager and employee learning. The paper explains the concept, offers theoretical support for it, gives evidence of the efficacy of the process, and explains, in detail, how the process may be applied. Design/methodology/approach – The approach is to present or demonstrate what performance templates are and how a manager and a group of employees work together to create them and use them in the field. The paper presents the approach, explains how it connects with theory, offers empirical support for performance templates, and gives a sequence of events as to their creation and use. Findings – The findings indicate that, in general, the learning and performance approach, performance templates offer an influential and practical tool for both manager and employee learning, and consistent performance improvement. The approach has many applications, although recent research relies mostly on its use in sales organizations. Research limitations/implications – Primarily, the performance template approach has been used with small samples of learners. In the extant studies of the approach, small sample sizes limit the value of statistical analysis. Practical implications – The approach has not been tested with large employee groups (more than 25). The method is labor-intensive and time consuming. Large groups of participants would compromise the use of the approach as individual employee participation could be limited. Originality/value – Performance templates add to the arsenal of tools and methods available to trainers and managers. There is some empirical support for the approach. Performance templates represent both a learning approach and a performance improvement approach as managers and their employees work jointly to create learning and change.