Towards a Theoretical Model of Performance Inhibiting Workplace Dynamics

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Abstract
A construct and model of performance inhibiting workplace dynamics is introduced to conceptualize the adverse consequences on performance and quality of certain interpersonal interactions in the workplace and behavioral instructions leading to double binds. Results of a literature review are presented which provide evidence for the existence of a set of workplace interactions that are associated with reduced performance and quality. It is hypothesized that the negative influences on employee performance in the model occur by alteration of one or more of the following three of Swanson's performance variables at the individual level: mission/goal, capacity, or motivation. As a field that considers performance as an important outcome of its practice, human resource development scholars and practitioners need to understand such dynamics in order to eliminate or reduce their effects on employee performance.