1. Chapter 4 Defining Performance and Choosing a Measurement Approach
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Overview
Defining Performance
Determinants of Performance
Performance Dimensions
Approaches to Measuring Performance
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Defining Performance
Performance is:
The job related activities (Results and Behavior) expected of a worker and how well those activities were executed.
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4. Determinants of Performance
Declarative Knowledge X
Procedural Knowledge
Motivation
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5. Declarative Knowledge
Information about
Facts
Labels
Principles
Goals
Understanding of task requirements
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Procedural Knowledge
Knowing
What to do
How to do it
Skills
Cognitive
Physical
Interpersonal
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Motivation
Choices of motivation are:
Expenditure of effort
“I will go to work today”
Level of effort
“I will put in my best effort at work”
Persistence of effort
“I will persist no matter what”
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8. Performance Dimensions:
Task performance
Contextual performance
Organizational citizenship
Adaptive Performance
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Task Performance
Task performance includes behaviors that contribute to the core transformation and maintenance activities in an organization, such as producing/selling products, managing subordinates, or delivering services (Motowidlo & Schmit, 1999).
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10. Contextual Performance
Non job specific Behaviors that
Contribute to the organization’s effectiveness
AND
Provide a good environment in which task performance can occur
Ex. Cooperation, dedication, enthusiasm, etc.
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11. Examples of Contextual Performance
Being punctual and rarely absent
Volunteering to carry out task activities that are not formally a part of the job.
Helping coworkers and customers
Following organization’s rules and procedures. (showing respect to authority)
Organizational Loyalty (Inside and outside)

12. Differences Between Task and Contextual Performance
Task Performance
Varies across jobs
A given role and approved
Influenced by
Abilities
Skills
Contextual Performance
Fairly similar across jobs
Not likely to be a role or approved.
Influenced by
Personality
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Adaptive Performance
The concept of adaptive performance is defined in general terms as an individual’s ability to adapt to dynamic work situations (Hesketh & Neal, 1999).
adjusting their behaviors to the requirements of work situations and new events (Pulakos et al., 2000)
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14. Approaches to Measuring Performance
Behavior Approach
Emphasizes how employees do the job
Results Approach
Emphasizes what employees produce
Trait Approach
Emphasizes individual traits of employees
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Behavior Approach
Emphasizes on what the employees do on the job and it is a process-oriented approach, it does not consider employee’s traits nor the results.
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16. Behavior Approach Appropriate if… Not appropriate if…
Link between behaviors and results is not obvious. (Ex. Sales Person and economic downturn).
Outcomes occur in the distant future. (NASA’s Mars mission takes 6 months).
Poor results are due to causes beyond the performer’s control. (Two assembly line shifts/ and technical problems)
Not appropriate if…
Above conditions are not present

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Results Approach
Emphasizes the outcomes and results produced by the employees, regardless of their behavior or traits.
It is a bottom-line approach that is not concerned about employee behavior and the process, but what is produced.
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Results Approach
Most appropriate when:
Workers skilled in necessary behaviors
Behaviors and results obviously related.
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Trait Approach
Emphasizes the individual performer and ignores the specific behavior, and results.
Traits, means the skills, personality, and intelligence.
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Trait Approach
Most appropriate when:
Emphasis on individual
Positive relationship between abilities, personality traits, and desirable work-related behaviors is existed.
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Quick Review
Defining Performance
Determinants of Performance
Performance Dimensions
Approaches to Measuring Performance
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22. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
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Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall