Performance management: A comparative analysis of peak experience performance and non-peak experience performance in business leaders.

摘要

American productivity in the 21st century is transitioning from manual to "mind" work. Knowledge workers desire autonomy and are intrinsically motivated. Because they will be self determining, their cognitive processing capabilities will be at the higher stages of cognitive development. Since they identify with and engage in the work itself, they require managerial support, recognition and feedback in order to prosper. Motivating the knowledge worker is complex, and if ignored, can result in a lack of organizational commitment. Productivity can be improved by develop closer working relationships and understanding individual needs and motivation. To accomplish this, both positive and negative psychological factors that can enhance and empower outstanding performance need further study. Organizational leaders recognized for their career achievements are worth studying as peak performers to uncover aspects of superior functioning. The purpose of this study was to understand and describe the phenomenon of peak experience performance in organizational leaders; to uncover common themes of the phenomenon. The study resulted in a description of the essence of what encompasses a career episode of PEP, both in peakers (those whose experience is completely positive and satisfying) and non-peakers (those whose experience is stressful and worrisome in process but ends in satisfaction). Phenomenological reduction of the interview data revealed how the 20 participants described the phenomenon of career PEP. The following common themes emerged from the data: (a) internal locus of control, (b) sense of personal mission and responsibility, (c) extreme conscientiousness and self-confidence, and (d) full focus on task or goal. The phenomenon of PEP was also described as (e) a process rather than singular event, (f) a serious endeavor aimed at solving a workplace challenge or tackling a difficult opportunity, (g) requiring elements of emotional intelligence, and recalled often, as (h) a team or collaborative effort. In addition, PEP was described as actionable rather than passive, completely absorbing, requiring perseverance, and often stressful and passionate. No obvious characteristics surfaced to differentiate peakers from non-peakers other than elements of stress, doubt, or worry.