Chapter 4 Defining Performance and Choosing

a Measurement Approach

Amber Malmstead

Defining Performance 4.1

Includes measurements of: Behavior

What an Employee does Results

The outcomes of an Employee’s behavior

Performance Management Systems

Characteristics of Performance Behaviors

Evaluative

Can be judged: negative, positive, neutral

The behavior’s contribution to the individual, unit, or organization

Multidimensional

Many different behaviors that advance or hinder organization’s goals

Not all Behaviors are Measurable

Evaluate the results

Determinants of Performance

4.2

Declarative Knowledge Procedural Knowledge Motivation

Performance Factors

Knowledge of facts and things Task requirements Labels Principles Goals

Declarative Knowledge

Knowing what to do and how to do it Cognitive skills Physical skills Motor skills Interpersonal skills

Procedural Knowledge

Choice to expend effort Choice of level of effort Choice to persist in the expenditure of that

level of effort

Motivation

Declarative

Knowledge

Procedural

Knowledge

Motivation

Performance

1. Approach Performance with the goal of getting better

2. As you are performing, focus on what is happening and why you are doing things the way you do

3. After your task, seek performance feedback from expert sources; the more sources the better

4. Build mental models of your job, situation, and organization

5. Repeat steps 1-4 continually

Deliberate Practice

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

Implications for Addressing Performance Problems

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

Factors Influencing Determinants of Performance

Performance Dimensions4.3

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

Two Important Types of Behavior

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

Task 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

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

Table 4.2Main Differences Between Task and

Contextual Performance

1. Global competition is raising the levels of effort required by employees

2. Globalization increased the need to offer outstanding customer service

3. Many organizations are forming employees into teams4. It is believed to increase fairness if Contextual

Performance is measured along side Task Performance5. Difficult for supervisors to ignore contextual

performance’s effect on overall employee performance

Why Should Task and Context Performance be Included in Performance Management Systems

All organizational members are given an opportunity to bring the added individual value to the organization regardless of cultural and behavioral differences

Why Should Task and Context Performance be Included in Performance Management Systems

(Continued)

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

Voice Behavior

Approaches to Measuring Performance

4.4

A performer (individual

or team with

certain traits)

In a given work

situation

Engages in certain behavior

s

That produce various results

Figure 4.1Job Performance in Context

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

Behavior ApproachHow It Is Done

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

Results ApproachThe Bottom-line

Table 4.3Behavior Approach V. Results Approach

When to adopt a behavior 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

When to adopt a results approach to measure performance:

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

!!!!Surprise!!!!Most companies measure both Behavior and Results

Approaches

Ignores Specific situations Behaviors Results

Evaluates Cognitive ability (not easily trainable) Personality (not likely to change over time)

Trait Approach Emphasizes the Individual

Believes in a positive relationship between Abilities Personality traits Desirable work-related behaviors

Trait Approach (Continued)

1. 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

2. Possessing a certain trait does not mean equal desired results

Example: Intelligence + Faulty Equipment = Efficiency

Challenges of the Trait Approach

Chapter 4Defining Performance and

Choosing a Measurement Approach

Amber Malmstead