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Gilbert's Behavior Engineering Model (BEM)

In 1978, Thomas Gilbert published Human Competence: Engineering Worthy Performance which described the
Behavior Engineering Model (BEM) for performance analysis. This model consists of three Leisurely Theorems that:

1. distinguish between accomplishment and behavior to define "worthy performance",

2. identify methods for determining the "potential for improving performance (PIP)" (Chyung, 2002, p.2), and
3. describe six essential components of behavior that can be manipulated to effect performance (Gilbert, 1978,
p.83).

Determine Worthy (Desired) Performance

The first step to using the BEM invloves identifying desired or "worthy" performance. This level of performance is
characterized by behavior (B), or what a person does, and accomplishment (A), the outcomes of the behavior.
The relationship between these factors can be expressed as:

Effective solutions must address both of these factors of performance. For example, an intervention may change an
individual's behavior, but if the desired outcome or accomplishment does not result from that changed behavior,
worthy performance has not been achieved. The figure below illustrates practical examples of this relationship.

Behavior Accomplishment/Outcome Worthy Performance

People do not respond to e-mail messages sent No

Learns to use e-mail system

People respond appropriately to e-maill messages Yes

Sales remain the same No

Increases number of sales calls

Sales increase Yes

Determine the Potential for Improving Performance (PIP)

The gap between desired and current performance can be determined by comparing "the very best instance of that
performance with what is typical" (Gilbert, 1988, p.49). Exemplary performance (W ex ) is demonstrated when
behaviors result in the best outcomes. Typical performance (Wt) is the current level of performance. The potential
for improving performance (PIP) is the the ratio between the two and can be expressed as:

The PIP is the performance gap. The greater the gap, the greater the potential for typical performers to improve their
performance to the exemplary level. Rather than viewing this gap as a problem, this model helps people see the
potential for improvement more positively (Chyung, 2002).

Diagnose Possible Influences on Behavior

In order to understand what changes must be made to a management system to achieve worthy performance, a
performance technologist must first determine the influences on behavior. Gilbert (1978) states that behavior is the

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product of the personal characteristics of an individual (repertory) and the
environment where behaviors occur. Within each of these aspects of behavior For any given accomplishment, a
there are conditions that can be examined for deficiencies and ultimately deficiency in performance
manipulated to improve performance. These six conditions of behavior, numbered always has as its immediate
according the Gilbert's suggested sequence for analysis, are outlined in the table cause a deficiency in a behavior
below: repertory (P), or in the
environment that supports the
repertory (E), or in both. But its
immediate cause will be found in
a deficiency of the management
system (M).
(Gilbert, 1978, p.76)

Information Instrumentation Motivation

1. Data 2. Instruments 3. Incentives

Are adequate
Does the
financial incentives
individual know
Do people have that are contingent
what is expected of
The the right tools for upon performance
them?
Environment performance? available?
Do people know
Are tools and Are nonmonetary
how well they are
materials designed incentives
performing?
to match the available?
Are people
human factors of Are career
given guidance
performance? development
about their
opportunities
performance?
available? The
Management
System
4. Knowledge 5. Capacity 6. Motives

Do people have
Has a motivation
the skills and
Is performance assessment been
Repertory of knowledge needed
scheduled for performed?
The to perform as
times when people Are people willing
Individual expected?
are at their best? to work for the
Is well-designed
Do people have incentives?
training that
the aptitude and Are people
matches
physical ability to recruited to match
requirements of
perform the job? the realities of the
performance
job?
available?

Identifying Strategies for Performance Improvement

All six conditions of behavior are equally important and must be present for performance to occur. However, after
diagnosing performance problems using the BEM, HPT practitioners should seek to influence the condition(s) that
have the greatest leverage for improving performance. That is, they should determine the strategies that will provide
the greatest improvement with the least cost (Gilbert, 1978).

Following the sequence of steps in the cause analysis process is most likely to uncover the variables that can be
improved with the least costly intervention strategies first. Improvements to environmental conditions generally have
the greatest leverage for performance improvement. Providing people with clear expectations of and feedback on

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performance, the right tools for the job, and appropriate rewards and recognition for performance are often the most
cost effective changes that can be implemented within a management system. It is more difficult and costly to
directly impact the inherent qualities of an individual. If the PIP is still large after the environmental supports of
behavior have been manipulated, the performance technologist may consider an instructional intervention to improve
a person's knowledge and skills. The capacity and motives for an individual's behavior are conditions that are
probably best met through selection and recruitment of performers, interventions that may be less cost effective to
implement once a performance gap exists.

When considering this sequence of analysis and intervention, it is very important

for the performance technologist to recognize what GIlbert calls "the diffusion of Diffusion of Effect
effect." This is good news for managers and performance technologists. Less costly Whenever I change some
interventions aimed at improving incentives, providing better feedback, or condition of behavior, I may
redesigning tools and materials may indirectly improve individuals' attitudes about indeed---and often will---have a
work (motives) or help them to learn more of what they need without formal significant effect on some other
instructional interventions. This concept also supports the need for well designed aspect of behavior...There is no
interventions, as even the most motivated, knowledgeable, or able person cannot way to alter one condition of
achieve worthy performance with ineffective tools, feedback, or incentives. behavior without having at least
some effect on another aspect---
For additional information and samples of interventions, see the Performance often, a considerable effect.
Intervention section of the toolkit. (Gilbert, 1978, p. 94)

References

Chyung, Y. (2002). IPT 536: Week 4: Behavior engineering model. Lotus Notes database via Boise State University.
Retrieved February 1, 2002.

Gilbert, T. (1978). The behavior engineering model. In T. Gilbert, Human competence: Engineering worthy
performance (pp. 73-105). New York: McGraw-Hill.

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