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USING MEASUREMENT AND FEEDBACK TO IMPROVE BASKETBALL TEAM PERFORMANCE

USING MEASUREMENT AND FEEDBACK TO IMPROVE BASKETBALL TEAM PERFORMANCE. Brandon L. Young. PERFORMANCE MANAGEMENT.

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USING MEASUREMENT AND FEEDBACK TO IMPROVE BASKETBALL TEAM PERFORMANCE

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  1. USING MEASUREMENT AND FEEDBACK TO IMPROVE BASKETBALL TEAM PERFORMANCE Brandon L. Young

  2. PERFORMANCE MANAGEMENT • “Continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization” (Aguinis, 2009) • Serves multiple purposes • Significant impact on firm performance – WHEN DONE WELL

  3. PERFORMANCE MEASUREMENT AND FEEDBACK • TYPICAL PERFORMANCE APPRAISALS • Are not tied to the specific job • Little evidence that they improve performance (DeNisi & Pritchard, 2006) • Most employees do not find them very useful • OPTIMAL SYSTEMS • Overall index of performance/productivity • Sub-indices of performance/productivity • Quantity and quality information • Valid (complete and accurate, capturing differential importance, account for non-linearity) • Identification of priorities • Opportunities for improvement • Flexible (accommodates change, efficiency and effectiveness measures, customizable) • Aligned with broader objectives of organization • Allows for comparisons • Measures are under employee control • Clear evidence-based feedback

  4. ProMES • Bottom up approach • Designed to enhance employee motivation and productivity through performance measurement and feedback (Pritchard, 1990) • Theoretical background: • NPI theory (1980) • Pritchard-Ashwood(2008) theory

  5. EFFECTS ON PRODUCTIVITY

  6. DESIGN TEAM OBJECTIVES INDICATORS (APPROVAL) CONTINGENCIES (APPROVAL) FEEDBACK REPORTS FEEDBACK MEETINGS PERIODICALLY REVIEW SYSTEM IMPLEMENTING ProMES

  7. CHECKLIST FOR STARTING A PROJECT I • All interested constituencies have been involved • Benefits and costs clearly explained to all • HAVE ASSESSED: • Attitudes: Trust, Common Values, All view improvement as a valuable, long range perspective, All see participation and acceptance as essential • Planned changes in technology, personnel, and structure • SUPERVISORY AND UNIT PERSONNEL • Explained process to them • Explained why they were chosen • Obtained support for the project • Dealt with how whole group will be involved • Decide how design team will be selected

  8. CHECKLIST FOR STARTING A PROJECT II • MANAGEMENT SUPPORT • As high as possible at multiple levels • Expected commitment obtained • Public support throughout project • Solving project problems • Resources for development and implementation • TIME • System development: 30-35 hours for design team plus additional 30 hours for facilitator • TRAINING: 2-3 hours • IMPLEMENTATION: 1 hour feedback meetings plus time to prepare feedback reports • Access to organizational data • Place for unit feedback meetings • Dealt with expected issues: Job Loss, Compensation, Tie to Pay • Ensured that ProMES will be the way the unit is evaluated going forward • Ensured that other reward systems, especially financial, will be consistent with the ProMES system

  9. DESIGN TEAM • TEAM MEMBERS • Facilitator • Immediate Supervisor • Higher Level Supervisor • People Doing the Work • STRUCTURE • If small unit (<10), include all • If larger unit • Subset who communicates with the rest of the unit • Rotation: Slower but effective

  10. CRITERIA FOR ProMES OBJECTIVES • Stated in clear terms • If exactly that objective was done, the organization would benefit • The set of objectives must cover all important aspects of the work • Objectives must be consistent with the objectives of the broader organization • Higher management must be committed to each objective • The number of objectives should be manageable; Typically three to eight

  11. BASKETBALL OBJECTIVES • Defensive • Objective 1: Improve Positioning • Objective 2: Increase Ball Pressure • Objective 3: Improve Transition Defense • Rebounding • Objective 4: Improve Defensive • Objective 5: Increase Offensive • Offensive • Objective 6: Improve Transition Offense • Objective 7: Improve Offensive Execution • Hustle Plays • Objective 8: Increase Hustle Plays

  12. CRITERIA FOR ProMES INDICATORS • Must be consistent with the objectives of the broader organization • If maximized, the organization would benefit • Must validly measure the objective • All important aspects of each objective must be covered by the set • Higher management must be committed to indicator • Must be largely under the control of the unit personnel • Must be understandable and meaningful to unit personnel • Must be possible to provide information on the indicator in a timely manner • Accurate indicator must be cost effective to collect • Information provided by the indicator must neither be too general nor too specific

  13. EXAMPLE INDICATOR INFORMATION FORM • Objective Number and Name • Short Indicator Name • Rationale for Indicator • How indicator is related to overall organizational objectives • How exactly indicator is calculated • Data Source • Who is responsible for • gathering indicator data and • entering data into report program

  14. SAMPLE BASKETBALL INDICATORS

  15. MANAGEMENT APPROVAL • Normally done at the end of indicators and again at the end of contingencies • Maximizes consistency with broader organization objectives and helps gain support by higher management • Design team presents the system, not the facilitator • Facilitator prepares the design team for disagreements • Facilitator’s role is to make sure disagreements are constructive and to get resolution of the issues • Include the highest reasonable levels of management as possible • Give the information to management in advance of the meeting

  16. CONTINGENCIES • Operationalization of the results-to-evaluation link from Pritchard-AshwoodModel • Utility function that relates variation in amount of indicator (result) to variation in effectiveness (evaluation) • defines how much of an indicator is how good for the organization. • Effectiveness is defined as the amount of contribution that is being made to the organization

  17. STEPS IN DOING CONTINGENCIES • Determine minimum expected performance on each indicator (the zero effectiveness point) • Determine maximum and minimum possible values for each indicator • Rank in value to the organization if each indicator was at its maximum • Rank in value to the organization if each indicator was at its minimum • Get effectiveness levels of each maximum • Get effectiveness levels of each minimum • Draw the basic shape between the zero point and the maximum • Diminishing Returns • Linear • Critical Mass • Fine tune this part of the function • Draw the basic shape between the minimum and the zero point • Diminishing Returns • Linear • Critical Mass • Fine tune this part of the function • Fine tune the overall contingency

  18. ProMES Contingencies • Horizontal Axis: Indicator Values • Vertical Axis: Effectiveness Values • Effectiveness: How Much Value Is Being Added To The Team (Range: -100 Thru 0 to +100) • Shape Of The Line Is Important

  19. Importance Of Contingencies • Identify Differential Importance • Add Evaluative Information • Provide An Overall Effectiveness Score • Identify Improvement Priorities

  20. Improvement Priorities GAIN=90 • We Can Calculate Effectiveness Gain For Improvement On Each Indicator • Suggests Where Biggest Improvements Can Be Made • Use In Feedback Meetings To Plan Improvement Strategy GAIN =5 GAIN =50 GAIN =10

  21. Feedback Reports • Indicator Score: From Game Film • Effectiveness Score: From Contingency • Done For Each Game • Team and Individual Level Reports

  22. FEEDBACK REPORTS • PRINTED FEEDBACK REPORT • For each feedback period • Lists objectives and indicators • For each indicator: • Value for that period • Corresponding effectiveness score • Comparison to last period • Gain in effectiveness if improved (priorities) • Overall effectiveness score • Value for that period • Plot over time

  23. Feedback Meetings • Held to Discuss the Feedback Reports After Each Game • Run by the Coaches • Team and Individual Feedback Sessions • Focus is on the positive • Look at Overall Effectiveness • Look at Effectiveness on Each Indicator • Look at Improvements and Try to Identify Reasons • Look at Decreases and Try to Find Solutions • Examine the Effects of Previous Improvement Attempts • Plan Strategy for Further Improvements

  24. ProMES BASKETBALL PROJECT • 8 objectives • 19 indicators

  25. EFFECTIVENESS SCORES OVER SEASON

  26. OFFENSIVE AND DEFENSIVE OUTCOMES

  27. What questions or feedback do you have?

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