1. DEFINING PERFORMANCE AND CHOOSING A MEASUREMENT APPROACHBy
A.Preethi
Malini.N.Pillai
R.Lvanaya

2. CONTENTS Defining Performance Determinants of Performance
Performance Dimensions
Approaches to measuring Performance
Conclusion

3. Performance Management and Performance
Performance Management usually includes measures of both
a. Behaviors (what an employee does?) and
b. Results( outcomes of an employee’s
behavior)
The definition of Performance does not include the results of an employee’s behaviors, but only the behaviors themselves.

4. Characterstics of behaviors
Evaluative:
Such behaviors can be judged as negative, neutral, positive for individual and organizational effectiveness.
Multi dimensional:
Performance is multidimensional- there are different kinds of behaviors that have the capacity to advance (or hinder) the organizational goals.

5. Contribution to the effectiveness of others in the work unit
As an example, a set of behaviors can be grouped under the label ”Contribution to the effectiveness of others in the work unit” The set of behaviors can be defined as follows:
Works with others within and outside the unit in a manner that improves their effectiveness.
Shares information and resources.
Develops effective working relationships.
Builds consensus.
Constructively manages conflicts.

6. Determinants of Performance
Declarative Knowledge
Procedural knowledge
Motivation

7. Factors determining Performance
Declarative Knowledge
Procedural Knowledge
Motivation
Facts
Cognitive skill
Choice to perform
Principles
Psychomotor skill
Level of effort
Goals
Physical skill
Persistence of effort
Interpersonal skill
Performance=declarative Knowledge X Procedural KnowledgeXMotivation

8. Deliberate Practice
The key to achieve top level performance is deliberate practice.
Deliberate practice is different from regular practice.
Steps to be followed:
Approach performance with the goal of getting better and better.
As you are performing , focus on what is happening and why you are doing things the way you do.

9. Contd..
Once your task is finished , seek performance feed back from expert sources.
Build mental models of your jobs , situation,and your organization.
Repeat the above steps continually.

10. Implications for addressing performance problems
In order to address performance problems properly , the manager must be aware of the source of the problem.
The source could be
-Declarative Knowledge
-Procedural Knowledge
-Motivation
A wrong analysis would lead to waste of time and resources for the individual and organization.
That is why performance management systems need not only measure performance but also to provide the information about the source of any performance deficiencies.

11. PERFORMANCE DIMENSIONS
Performance is multidimensional.
Two main types of performance facets:
Task performance
Contextual performance
Need to be considered separately as they do not necessarily occur in tandem

12. TASK PERFORMANCE
Activities that transform raw materials into goods and services that are produced by the organization.
Activities that help this transformation process:
Replenishing the supply of raw materials
Distributing finished products
Planning and coordination
Supervising or staff functions that enable the organization to function effectively and efficiently

13. CONTEXTUAL PERFORMANCE
Those behaviors that contribute to the effective functioning of an organization by providing a good environment in which task performance can occur.
Behaviors which contribute to the goals of the organization through their effect on the social and psychological condition
Contextual performance includes:
Persisting with enthusiasm and exerting the extra effort necessary to complete one’s own task activities successfully.

14. Contd…
Volunteering to carry out task activities that are not formally part of the job.
Helping and cooperating with others.
Following organizational rules and procedures.
Endorsing, supporting and defending organizational objectives.
Job dedication

15. DIFFERENCES BETWEEN TASK AND CONTEXTUAL PERFORMANCE
Task Performance
Contextual Performance
Varies across jobs
Likely to be role prescribed.
Antecedents: Abilities and skills
Fairly similar across jobs.
Not likely to be role prescribed.
Antecedent: personality

16. IMPORTANCE OF CONSIDERING BOTH DIMENSIONS
The two dimensions can contribute independently to organizational effectiveness.
Each behavior should be defined clearly so that employees understand what is expected of them.
Difficult for supervisors to ignore contextual performance during performance evaluation
Employees being rated are more satisfied with the system and believe the system to be more fair

17. IMPORTANCE OF CONTEXTUAL PERFORMANCE
With an increasingly competitive job market, employees are expected to go above and beyond the requirements listed in their job descriptions
Need to offer outstanding customer service
Interpersonal cooperation for team effectiveness
A means to measure contextual performance explicitly is needed; otherwise it can be more subjective and subject to bias.

18. Job performence A Performer (individual or team with certain traits)
In a given work situation
Engages in certain
behaviors
That produce various
results

19. APPROACHES TO MEASURING PERFORMANCE
Trait approach
Behavior approach
Result Approach

20. Trait Approach
Emphasizes the individual performer and ignores the specific situation ,behaviors and results.
Assess employee’s
- Intelligence
- Conscientiousness

21. Challenges of implementing a system
Traits are not under the control of individuals
An individual possesses a certain trait (e.g.,intelligence) does not mean that this trait will necessarily lead to desired results and behaviours

22. BEHAVIOR APPROACH Emphasizes what employees do on the job
and does not consider employees’ traits or outcomes resulting from their behaviors.
Process oriented approach that emphasizes how an employee does the job

23. Appropriate under the following circumstances
The link between behaviors and results is not obvious
Outcomes occur in the distant future.
Poor results are due to causes beyond the performer control

24. RESULTS APPROACH
Emphasizes the outcomes and results produced by the employees
Does not consider the traits that employees may possess or how employees do the job

25. Appropriate under the following circumstances
Workers are skilled in the needed behaviors
Behaviors and results are obviously related
Results show consistent improvement over time
There are many ways to do the job right

26. Conclusion Determinants of performance have been discussed.
Different dimensions of performance have been identified.
Different approaches to measure the performance have been discussed.

27. THANK YOU