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Defining Performance and Choosing a Measurement Approach

Defining Performance and Choosing a Measurement Approach. Overview. Defining Performance Determinants of Performance Performance Dimensions Approaches to Measuring Performance. Defining Performance. Performance is: Behavior What employees do. Defining Performance. Performance is NOT:

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Defining Performance and Choosing a Measurement Approach

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  1. Defining Performance and Choosing a Measurement Approach

  2. Overview • Defining Performance • Determinants of Performance • Performance Dimensions • Approaches to Measuring Performance

  3. Defining Performance Performance is: • Behavior • What employees do

  4. Defining Performance Performance is NOT: • Results or Outcomes • What employees produce

  5. Behaviors labeled as Performance are: • Evaluative • Negative • Neutral • Positive • Multidimensional • Many different kinds of behaviors • Advance or hinder organizational goals

  6. Behaviors are Not always • Observable • Measurable

  7. Results/Consequences may be used • To infer behavior • As proxy for behavioral measure

  8. Determinants of Performance Performance= Declarative Knowledge X Procedural Knowledge X Motivation

  9. A. Declarative Knowledge • Information about • Facts • Labels • Principles • Goals • Understanding of task requirements

  10. B. Procedural Knowledge • Knowing • What to do • How to do it and

  11. Procedural Knowledge(continued) • Skills • Cognitive • Physical • Perceptual • Motor • Interpersonal

  12. C. Motivation • Choices • Expenditure of effort • Level of effort • Persistence of effort (Deliberate Practice leads to excellence)

  13. Deliberate Practice • Approach performance with goal of getting better • Focus on performance • What is happening? • Why? • Seek feedback from expert sources • Build mental models of job, situation, organization • Repeat first 4 steps on an ongoing basis

  14. Implications for Addressing Performance Problems • Managers need information to accurately identify source(s) of performance problems • Performance management systems must • Measure performance AND • Provide information on SOURCE(s) of problems

  15. Factors Influencing Determinants of Performance: • Individual characteristics • Procedural knowledge • Declarative knowledge • Motivation • HR practices • Work environment

  16. Performance Dimensions:Types of multi-dimensional behaviors: • Task performance • Contextual performance • Pro-social behaviors • Organizational citizenship

  17. Task performance Activities that • transform raw materials • help with the transformation process • Replenishing • Distributing • Supporting

  18. Contextual performance Behaviors that • contribute to organization’s effectiveness and • provide a good environment in which task performance can occur

  19. Task Performance Varies across jobs Likely to be role prescribed Influenced by Abilities Skills Contextual Performance Fairly similar across jobs Not likely to be role prescribed Influenced by Personality Differences Between Task and Contextual Performance

  20. Why Include Task & Contextual Performance Dimensions in PM system? • Global competition • Customer service • Teamwork • Employee perceptions of PM • Supervisor views

  21. Job Performance in Context That produce various results A performer (individual or team) Engages in certain behaviors In a given situation TRAIT BEHAVIOR RESULTS

  22. Approaches to Measuring Performance • Trait Approach • Emphasizes individual traits of employees • Behavior Approach • Emphasizes how employees do the job • Results Approach • Emphasizes what employees produce

  23. Emphasis on individual Evaluate stable traits Cognitive abilities Personality Based on relationship between traits & performance Trait Approach

  24. Trait Approach (continued) • Appropriate if • Structural changes planned for organization • Disadvantages • Improvement not under individual’s control • Trait may not lead to • Desired behaviors or • Desired results

  25. Behavior Approach Appropriate if • Employees take a long time to achieve desired outcomes • Link between behaviors and results is not obvious • Outcomes occur in the distant future • Poor results are due to causes beyond the performer’s control Not appropriate if • above conditions are not present

  26. Results Approach Advantages: • Less time • Lower cost • Data appear objective

  27. Results Approach (continued) Most appropriate when: • Workers skilled in necessary behaviors • Behaviors and results obviously related • Consistent improvement in results over time • Many ways to do the job right

  28. Quick Review • Defining Performance • Determinants of Performance • Performance Dimensions • Approaches to Measuring Performance

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