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