1. Chapter 5 Measuring Results and Behaviors
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Key Questions
Where should each individual focus efforts?
What are the expected objectives?
How do we know how well the results were achieved?
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3. Measuring Results: Overview
Accountabilities
Objectives
Performance Standards
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Accountabilities
Broad areas of a job for which an employee is responsible for producing results
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Objectives
Statements of important and measurable outcomes
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6. Performance Standards
Yardstick used to evaluate how well employees have achieved objectives
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7. Determining Accountabilities
Collect information about the job (Job Description)
Determine importance of task or cluster of tasks
Percentage of employee’s time spent performing tasks
Impact on the unit’s mission if performed inadequately
Consequences of error
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8. Determining Objectives
Purpose: to identify outcomes
Limited number
Highly important
When achieved
Dramatic impact on overall organization success
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9. Ten Characteristics of Good Objectives
Specific and Clear
Challenging
Agreed Upon
Significant
Prioritized
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10. Ten Characteristics of Good Objectives (Continued)
Bound by Time
Achievable
Fully Communicated
Flexible
Limited in Number
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11. Determining Performance Standards
Standards refer to aspects of performance objectives, such as:
Quality
How well the objective is achieved
Quantity
How much, how many, how often, and at what cost?
Time
Due dates, schedule, cycle times, and how quickly?
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12. Standards Must Include
A verb
The desired result
A due date
Some type of indicator
Quality or
Quantity
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13. Good Performance Standards: Six Characteristics
Related to the Position
Concrete, Specific, and Measurable
Practical to Measure
Meaningful
Realistic and Achievable
Reviewed Regularly
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14. Measuring Behaviors: Overview
Identify competencies
Identify indicators
Choose measurement system
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15. Identify Competencies
Measurable clusters of KSAs
Knowledge
Skills
Abilities
That are critical in determining how results will be achieved
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Types of Competencies
Differentiating
Distinguish between superior and average performance
Threshold
Needed to perform to minimum standard
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Identify Indicators
Observable behaviors
Used to measure the extent to which competencies are present or not
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18. Necessary Components for Describing Competencies
Definition
Description of specific behaviors
When competency is demonstrated
When competency is not demonstrated
Suggestions for developing the competency
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19. Choose a Measurement System
Comparative system
Compares employees with one another
Absolute system
Compares employees with prespecified performance standards
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20. Advantages of Comparative Systems
Easy to explain
Straightforward
Identifies top as well as underperformers
Better control for biases and errors found in absolute systems
Leniency
Severity
Central tendency
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21. Disadvantages of Comparative Systems
Rankings may not be specific enough for:
Useful feedback
Protection from legal challenge
No information on relative distance between employees
Specific issues with forced distribution method
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Comparative Systems
Simple rank order
Alternation rank order
Paired comparisons
Relative percentile
Forced distribution
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Simple Rank Order
Advantages:
Simple and easy to do
Results are clear
Disadvantages:
Judges performance based on one dimension only
May be difficult to rank similar performance levels
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24. Alternation Rank Order
Advantages:
Simple and easy to do
Results are clear
Uses two anchors (best and worst)
Disadvantages:
Judges performance based on one dimension only
May be difficult to rank similar performance levels
Does not specify threshold for acceptable performance
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Paired Comparisons
Advantages:
Thorough
Final rankings are more accurate
Disadvantages:
Very time consuming
May encounter problem of comparing “apples and oranges”
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Relative Percentile
Advantages:
Simple and easy to use
Evaluates specific competencies or overall performance
Disadvantages:
May be difficult to consider all ratees at the same time
Time consuming if using several scales for different competencies
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Forced Distribution
Advantages:
Categorizes employees into specific performance groups
Facilitates reward assessment
Competition may be good for organizational performance
Disadvantages:
Assumes performance scores are normally distributed
May discourage contextual performance and teamwork
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Absolute Systems
Essays
Behavior checklists
Critical incidents
Graphic rating scales
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29. Advantages and Disadvantages of Absolute Systems
Can be used in large and small organizations
Evaluations more widely accepted by employees
Disadvantages:
Higher risk of leniency, severity, and central tendency biases
Generally, more time consuming than comparative systems
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Behavior Checklists
Advantages:
Easy to use and understand
Provides quantitative information
Widespread use
More objective than other systems
Disadvantages:
May feel impersonal and disconnected
Scale points used are often arbitrary
Difficult to get detailed and useful feedback
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Essays
Advantages:
Simplest absolute method
Individualized for each employee
Can be done anytime
Potential for detailed feedback
Disadvantages:
Unstructured and may lack detail
Depends on supervisor’s writing skill
Comparisons virtually impossible
Lack of quantitative information; difficult to use in personnel decisions
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Critical Incidents
Advantages:
Focus on actual job behavior
Provides specific examples
Employees identify with rating
Disadvantages:
Collecting critical incidents can be very time consuming
Quantification is difficult
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Graphic Rating Scales
Advantages:
Meanings, interpretations, and dimensions being rated are clear
Useful and accurate
Most popular tool
Disadvantages:
Time consuming and resource-laden to develop
Lacks individualized feedback and recommendations
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34. Graphic Rating Scales: BARS Improvement
Behaviorally Anchored Rating Scales (BARS)
Uses critical incidents as anchors
Involves multiple groups of employees in development
Identify important job elements
Describe critical incidents at various levels of performance
Check for inter-rater reliability
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35. Measuring Performance
Several types of methods
Differ in terms of:
Practicality (time and effort)
Usefulness (quantifiable)
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Quick Review
Measuring Results
Identify accountabilities
Set objectives
Determine standards of performance
Measuring Behaviors
Identify competencies
Identify indicators
Choose measurement system
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Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall