1. Chapter 4 Defining Performance and Choosing a Measurement Approach
Amber Malmstead

2. 4.1
Defining Performance

3. Performance Management Systems
Includes measurements of:
Behavior
What an Employee does
Results
The outcomes of an Employee’s behavior

4. Characteristics of Performance Behaviors
Evaluative
Multidimensional
Can be judged: negative, positive, neutral
The behavior’s contribution to the individual, unit, or organization
Many different behaviors that advance or hinder organization’s goals

5. Not all Behaviors are Measurable
Evaluate the results

6. Determinants of Performance
4.2
Determinants of Performance

7. Performance Factors Declarative Knowledge Procedural Knowledge
Motivation

8. Declarative Knowledge
Knowledge of facts and things
Task requirements
Labels
Principles
Goals

9. Procedural Knowledge Knowing what to do and how to do it
Cognitive skills
Physical skills
Motor skills
Interpersonal skills

10. Motivation Choice to expend effort Choice of level of effort
Choice to persist in the expenditure of that level of effort

11. Declarative Knowledge
Procedural Knowledge
Motivation
Performance

12. Deliberate Practice
Approach Performance with the goal of getting better
As you are performing, focus on what is happening and why you are doing things the way you do
After your task, seek performance feedback from expert sources; the more sources the better
Build mental models of your job, situation, and organization
Repeat steps 1-4 continually

13. Implications for Addressing Performance Problems
A lack one or combination of Declarative Knowledge, Procedural Knowledge, or motivation causes poor performance
Possible solution: Employee Training
There may not be a solution

14. Factors Influencing Determinants of Performance
Employee past experiences
Human resources (HR) practices
Work environment
Survivor Syndrome: cause by downsizing
Results in employee frustration, resentment, anger, and negative effect on motivation

15. Performance Dimensions
4.3
Performance Dimensions

16. Two Important Types of Behavior
Task Performance
Tasks involving the production process from raw materials to final good or service
Contextual Performance
Behavior contributing to an organization‘s effectiveness caused by a good working environment
Teamwork and Trust

17. Task Performance
Activities that transform raw material into goods and services
Activities that help with the organization’s transformation process in efficiency and effectiveness:
Replenishing the supply of raw materials
Distributing its finished product
Providing planning and coordination
Supervising
Staff functions

18. Contextual Performance
Persisting enthusiasm and exerting extra effort as necessary to successfully complete a task
Volunteering to carry our tasks not formally a part of the job
Helping and cooperating with others
Following organizational rules and Procedures
Endorsing, supporting, and defending organizational objectives

19. Table 4.2 Main Differences Between Task and Contextual Performance
Task Performance
Contextual Performance
Varies across jobs
Fairly similar across jobs
Likely to be role prescribed
Not likely to be role prescribed
Influence: abilities and skills
Influenece: personality

20. Why Should Task and Context Performance be Included in Performance Management Systems
Global competition is raising the levels of effort required by employees
Globalization increased the need to offer outstanding customer service
Many organizations are forming employees into teams
It is believed to increase fairness if Contextual Performance is measured along side Task Performance
Difficult for supervisors to ignore contextual performance’s effect on overall employee performance

21. Why Should Task and Context Performance be Included in Performance Management Systems (Continued)
All organizational members are given an opportunity to bring the added individual value to the organization regardless of cultural and behavioral differences

22. Voice Behavior
Additional type of behavior associated with Context Performance
Emphasizes expression of constructive challenges with goals to improve
Challenges the status quo
Making innovative suggestion for change and standard procedures modifications

23. Approaches to Measuring Performance
4.4
Approaches to Measuring Performance

24. Figure 4.1 Job Performance in Context
A performer (individual or team with certain traits)
In a given work situation
Engages in certain behaviors
That produce various results

25. Behavior Approach How It Is Done
Circumstances:
No obvious link between behavior and results
When outcomes occur in the distant future choose to evaluate behaviors in short intervals
Poor results are due to causes beyond the performer’s control

26. Results Approach The Bottom-line
Focuses on what is produced (sales, number of errors, time spent with customers, and accounts acquired)
Circumstances:
Workers are skilled in the needed behavior: based on knowledge, skill, and results
Behaviors and results are obviously related
Results show consistent improvement over time
There are many ways to do the job

27. Table 4.3 Behavior Approach V. Results Approach
When to adopt a behavior approach to measure performance :
When to adopt a results approach to measure performance:
The link between behaviors and results are not obvious
Outcomes occur in the distant future
Poor results are due to causes beyond the performer’s control
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

28. Most companies measure both Behavior and Results Approaches
!!!!Surprise!!!!
Most companies measure both Behavior and Results Approaches

29. Trait Approach Emphasizes the Individual
Ignores
Specific situations
Behaviors
Results
Evaluates
Cognitive ability (not easily trainable)
Personality (not likely to change over time)

30. Trait Approach (Continued)
Believes in a positive relationship between
Abilities
Personality traits
Desirable work-related behaviors

31. Challenges of the Trait Approach
Traits are not under control of individuals
The traits are fairly stable over one’s lifespan
Not likely to change even with substantial effort
Employees may feel this approach to be unfair
Possessing a certain trait does not mean equal desired results
Example: Intelligence + Faulty Equipment = Efficiency

32. Chapter 4 Defining Performance and Choosing a Measurement Approach
Amber Malmstead