Performance, Not Behavior
As Gilbert noted (1998), performance is a better objective than behavior because performance has two aspects: behavior being the means and its consequence being the end... and it is the end we are mostly concerned with.
Flipping it into a Better Model
The model is upside down as it places the two most important items last—results, and behavior, which basically imprints the importance of order in most people's head. Thus by flipping it upside down and adding the above changes we get:
Result - What impact (outcome or result) will improve our business?
Performance - What do the employees have to perform in order to create the desired impact?
Learning - What knowledge, skills, and resources do they need in order to perform? (courses or classrooms are the LAST answer, see Selecting the Instructional Setting)
Motivation - What do they need to perceive in order to learn and perform? (Do they see a need for the desired performance?)
This makes it both a planning and evaluation tool which can be used as a troubling-shooting heuristic: (Chyung, 2008):