PRIME IITechnical Leadership
About PRIME IIPRIME II NewsPartnersPRIME ContactsUniversity of North Carolina at Chapel HillIntraHealthSearchIntrahnet
The PRIME II Legacy
Blended Learning
Non-Training Interventions
Primary Providers
Worldwide Programs
East & Southern Africa
Europe & Eurasia
Latin America & the Caribbean
Middle East & North Africa
West & Central Africa
Technical Leadership
HIV/AIDS Integration with Family Planning
Performance Improvement
Integrating Consumer Perspectives
PI Principles
Stages, Steps & Tools
Why PI Succeeds
Postabortion Care
Responsive Training & Learning
Reproductive Health
Adolescent RH
Female Genital Cutting
Maximizing Access & Quality
Preventing Postpartum Hemorrhage
Safe Motherhood
PRIME II Publications
PRIME Better Practices
PRIME Dispatches
PRIME Presentations and Articles
PRIME Technical Reports
PRIME Voices
Technical Leadership Series
Monitoring & Evaluation
Performance Improvement

Five Factors that Ensure Good Performance

PRIME II’s Performance Improvement approach applied principles fine-tuned during several decades of research and experience in industrial environments to primary health care settings in developing countries. It’s clear that staff members need a certain set of basic inputs to perform well. Each organization is responsible for ensuring that the five performance factors are present in the work lives of their staff members.

Clear job expectations

Beginning with clearly articulated performance expectations linked to clinic goals, staff and supervisors agree on specifics that are reflected in job descriptions or written down for continued reference. Through this interactive process, job expectations are clarified.

Immediate performance feedback

The lines of communication established during the creation of job expectations are important, two-way information routes. When they remain open to offer feedback on performance, workers know how they’re performing as compared with their job expectations or standards.

Adequate physical environment and tools

To work effectively, the staff requires a certain amount and level of work space, as well as instruments, medicine and other supplies specific to their jobs. A close look at these environmental factors can yield valuable insights into performance challenges.

Motivation: The incentive to do well

While staff members usually want to perform well, a number of factors can cause them to lack the motivation to follow through as energetically as possible on that desire. When workers are given incentives to make the extra effort, including recognition of good performance, they often respond with enthusiasm.

Appropriate knowledge and skills

Once staff members are adequately supported in their work environments, they must have a thorough understanding of how to do their jobs.