The Performance Prism tool, developed by Neely, Adams and Kennerley, identifies the key components of achieving employee satisfaction and contribution.⁴ According to the model, employee wants and needs can be categorised under four headings:

• Purpose
• Care
• Skills
• Pay.

Let's look at each aspect in turn.

Purpose

Many managers may have preconceived views of an employee's expected performance. Is it simply enough to do the job or is there an expectation that the person will contribute more widely than that?

The Performance Prism acknowledges that employees require a balanced job position €“ one that offers support underpinned by workplace systems, space, appropriate equipment and procedures and policies that allow them to be productive. In addition, from this perspective, it is important that the job must not be overburdened with unnecessary pressure, stress or abuse. Therefore, taking feedback from your employee about the job, role and how they perceive it is important in achieving employee satisfaction and enhanced job performance.

Care

The Performance Prism identifies ways in which employees want to be cared for:

• Respect from their managers/employers and fellow colleagues
• Fair treatment and avoidance of discrimination
• Safe and comfortable work environment
• Being able to get along with fellow work colleagues
• A 'human' employer with good and honest values
• Good workplace morale
• Good work prospects.

Skills

Most people accept that a job is no longer for life. However, the Performance Prism highlights that employees want 'long-term employability'. Employees do expect to receive training and development to equip them with transferable skills.

Pay

Key to getting pay right is providing a fair compensation package that is equivalent to similar work positions in other pharmacies. Employees want to know that they are being treated fairly.

Jo Owen, a leadership expert, identifies that while money is not often a key motivating factor, offering the wrong financial package is a strong de-motivator. Providing a poor remuneration package sends the wrong message in that the employer 'undervalues' the employee's contribution.