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:
Behavior
What employees do
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Defining Performance
Performance is NOT:
Results or outcomes
What employees produce
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5. Behaviors Labeled as Performance Are…
Evaluative
Negative
Neutral
Positive
Multidimensional
Many different kinds of behaviors
Advance or hinder organizational goals
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6. Behaviors Are NOT Always…
Observable
Measurable
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7. Results/Consequences May Be Used…
To infer behavior
As proxy for behavioral measure
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8. Determinants of Performance
Declarative Knowledge X
Procedural Knowledge
Motivation
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9. 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
Perceptual
Motor
Interpersonal
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Motivation
Choices
Expenditure of effort
Level of effort
Persistence of effort
Deliberate practice leads to excellence
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Deliberate Practice
Approach performance with goal of getting better and better
Focus on performance
What is happening?
Why?
Seek feedback from expert sources
Build mental models of job, situation, and organization
Repeat first four steps on an ongoing basis
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13. 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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14. Factors Influencing Determinants of Performance
Individual characteristics
Procedural knowledge
Declarative knowledge
Motivation
HR practices
Work environment
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15. Performance Dimensions: Types of Multidimensional Behaviors
Task performance
Contextual performance
Prosocial behaviors
Organizational citizenship
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Task Performance
Activities that
Transform raw materials
Help with the transformation process
Replenishing
Distributing
Supporting
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17. Contextual Performance
Behaviors that
Contribute to the organization’s effectiveness
AND
Provide a good environment in which task performance can occur
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18. 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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19. Why Include Task and Contextual Performance Dimensions in PM System?
Global competition
Customer service
Teamwork
Employee perceptions of PM
Supervisor views
Cultural differences
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Voice Behavior
Behavior that emphasizes expression of constructive challenge with the goal to improve rather than merely criticize
Challenges the status quo in a positive way
Makes innovative suggestions for change
Recommends modifications to standard procedures
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21. 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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22. 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
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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Results Approach
Advantages:
Less time
Lower cost
Data appear objective
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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Trait Approach
Most appropriate when:
Emphasis on individual
Evaluate stable traits (i.e., cognitive abilities, personality)
Positive relationship between abilities, personality traits, and desirable work-related behaviors
Appropriate if structural changes planned for organization
Disadvantages
Improvement not under individual’s control
Trait may not lead to desired behaviors or results
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Quick Review
Defining Performance
Determinants of Performance
Performance Dimensions
Approaches to Measuring Performance
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27. 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