1. Defining Performance and Choosing a Measurement Approach: Overview
Determinants of Performance
Performance Dimensions
Approaches to Measuring Performance
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2. Defining Performance Performance is: Behavior What employees do
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3. Defining Performance Performance is NOT: Results or Outcomes
What employees produce
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4. Behaviors labeled as Performance are:
Evaluative
Negative
Neutral
Positive
Multidimensional
Many different kinds of behaviors
Advance or hinder organizational goals
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5. Behaviors are Not always
Observable
Measurable
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6. Results/Consequences may be used
To infer behavior
As proxy for behavioral measure
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7. Determinants of Performance
Declarative Knowledge X
Procedural Knowledge
Motivation
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8. A. Declarative Knowledge
Information about
Facts
Labels
Principles
Goals
Understanding of task requirements
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9. B. Procedural Knowledge
Knowing
What to do
How to do it
Skills
Cognitive
Physical
Perceptual
Motor
Interpersonal
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10. C. Motivation Choices Expenditure of effort Level of effort
Persistence of effort
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11. Implications for Addressing Performance Problems
Managers need information to accurately identify source(s) of performance problems
Performance management systems must
Measure performance
AND
Provide information on SOURCE(s) of problems
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12. Factors Influencing Determinants of Performance:
Individual characteristics
Procedural knowledge
Declarative knowledge
Motivation
HR practices
Work environment
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13. Performance Dimensions: Types of multi-dimensional behaviors:
Task performance
Contextual performance
Pro-social behaviors
Organizational citizenship
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14. Task performance Activities that transform raw materials
help with the transformation process
Replenishing
Distributing
Supporting
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15. Contextual performance
Behaviors that
contribute to organization’s effectiveness
and
provide a good environment in which task performance can occur
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16. Differences Between Task and Contextual Performance
Task Performance
Varies across jobs
Likely to be role prescribed
Influenced by
Abilities
Skills
Contextual Performance
Fairly similar across jobs
Not likely to be role prescribed
Influenced by
Personality
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17. Why Include Task & Contextual Performance Dimensions in PM system?
Global competition
Teamwork
Customer service
Supervisor views
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18. Job Performance in Context
That produce various results
A performer
(individual or team)
Engages in certain behaviors
In a given situation
TRAIT
BEHAVIOR
RESULTS
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19. Approaches to Measuring Performance
Trait Approach
Emphasizes individual traits of employees
Behavior Approach
Emphasizes how employees do the job
Results Approach
Emphasizes what employees produce
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20. Trait Approach Emphasis on individual Evaluate stable traits
Cognitive abilities
Personality
Based on relationship between traits & performance
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21. Trait Approach (continued)
Appropriate if
Structural changes planned for organization
Disadvantages
Improvement not under individual’s control
Trait may not lead to
Desired behaviors or
Desired results
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22. Behavior Approach Appropriate if Not appropriate if
Employees take a long time to achieve desired outcomes
Link between behaviors and results is not obvious
Outcomes occur in the distant future
Poor results are due to causes beyond the performer’s control
Not appropriate if
above conditions are not present
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23. Results Approach Advantages: Less time Lower cost
Data appear objective
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24. Results Approach (continued)
Most appropriate when:
Workers skilled in necessary behaviors
Behaviors and results obviously related
Consistent improvement in results over time
Many ways to do the job right
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