Date post: | 21-Dec-2015 |
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Defining Performance Defining Performance and and
Choosing a Measurement Choosing a Measurement ApproachApproach
OverviewOverview
Defining PerformanceDefining Performance Determinants of PerformanceDeterminants of Performance Performance DimensionsPerformance Dimensions Approaches to Measuring Approaches to Measuring
PerformancePerformance
Defining Performance Defining Performance
Performance is:Performance is: BehaviorBehavior What employees doWhat employees do
Defining PerformanceDefining Performance
Performance is NOT:Performance is NOT: Results or OutcomesResults or Outcomes What employees produceWhat employees produce
Behaviors labeled as Performance Behaviors labeled as Performance are:are:
1.1. EvaluativeEvaluative• NegativeNegative• NeutralNeutral• PositivePositive
2.2. MultidimensionalMultidimensional• Many different kinds of Many different kinds of
behaviorsbehaviors• Advance or hinder Advance or hinder
organizational goalsorganizational goals
Results/Consequences may be Results/Consequences may be usedused
•To infer behaviorTo infer behavior•As proxy for behavioral As proxy for behavioral
measuremeasure
Determinants of PerformanceDeterminants of Performance
Performance =
Declarative Knowledge
X
Procedural Knowledge
X
Motivation
A. Declarative KnowledgeA. Declarative Knowledge
Information aboutInformation about• Facts Facts • LabelsLabels• PrinciplesPrinciples• Goals Goals
Understanding of task Understanding of task requirementsrequirements
B. Procedural KnowledgeB. Procedural Knowledge
KnowingKnowing•What to doWhat to do•How to do itHow to do it
andand
Procedural KnowledgeProcedural Knowledge (continued)(continued)
SkillsSkills•CognitiveCognitive•PhysicalPhysical•PerceptualPerceptual•MotorMotor•InterpersonalInterpersonal
C. MotivationC. Motivation
ChoicesChoices• Expenditure of effortExpenditure of effort• Level of effortLevel of effort• Persistence of effortPersistence of effort
(Deliberate Practice leads to (Deliberate Practice leads to excellence)excellence)
Deliberate PracticeDeliberate Practice Approach performance with goal of Approach performance with goal of
getting bettergetting better Focus on performanceFocus on performance
• What is happening?What is happening?• Why? Why?
Seek feedback from expert sourcesSeek feedback from expert sources Build mental models of job, situation, Build mental models of job, situation,
organizationorganization Repeat first 4 steps on an ongoing basisRepeat first 4 steps on an ongoing basis
Implications for Addressing Implications for Addressing Performance ProblemsPerformance Problems
Managers need information to Managers need information to accurately identify accurately identify source(s)source(s) of of performance problemsperformance problems
Performance management systems Performance management systems mustmust• Measure performanceMeasure performance
ANDAND
• Provide information on SOURCE(s) of Provide information on SOURCE(s) of problemsproblems
Factors Influencing Factors Influencing Determinants of Performance:Determinants of Performance:
Individual characteristicsIndividual characteristics• Procedural knowledgeProcedural knowledge• Declarative knowledgeDeclarative knowledge• MotivationMotivation
HR practicesHR practices Work environmentWork environment
Performance Dimensions:Performance Dimensions:Types of multi-dimensional Types of multi-dimensional
behaviors:behaviors: Task performanceTask performance Contextual performanceContextual performance
• Pro-social behaviorsPro-social behaviors• Organizational citizenshipOrganizational citizenship
Task performanceTask performance
Activities that Activities that transform raw materials transform raw materials help with the transformation help with the transformation
processprocess• ReplenishingReplenishing• DistributingDistributing• SupportingSupporting
Contextual performanceContextual performance
Behaviors that Behaviors that contribute to organization’s contribute to organization’s
effectivenesseffectiveness andand
provide a good environment in provide a good environment in which task performance can occurwhich task performance can occur
Differences Between Differences Between Task and Contextual PerformanceTask and Contextual Performance
Task Task PerformancePerformance• Varies across jobsVaries across jobs
• Likely to be role Likely to be role prescribedprescribed
• Influenced byInfluenced by AbilitiesAbilities SkillsSkills
Contextual Contextual PerformancePerformance• Fairly similar across Fairly similar across
jobsjobs
• Not likely to be role Not likely to be role prescribedprescribed
• Influenced byInfluenced by PersonalityPersonality
Why Include Task & Contextual Why Include Task & Contextual Performance Dimensions in PM Performance Dimensions in PM
system?system?
1.1. Global competitionGlobal competition
2.2. Customer service Customer service
3.3. TeamworkTeamwork
4.4. Employee perceptions Employee perceptions of PMof PM
5.5. Supervisor viewsSupervisor views
Job Performance in ContextJob Performance in Context
A performer(individual or
team)
In a given situation
Engages in certain
behaviors
That produce various results
TRAIT BEHAVIOR RESULTS
Approaches to Measuring Approaches to Measuring PerformancePerformance
Trait ApproachTrait Approach• Emphasizes individual traits of Emphasizes individual traits of
employeesemployees Behavior ApproachBehavior Approach
• Emphasizes how employees do the jobEmphasizes how employees do the job Results ApproachResults Approach
• Emphasizes what employees produceEmphasizes what employees produce
Trait ApproachTrait Approach
Emphasis on individualEmphasis on individual• Evaluate stable traitsEvaluate stable traits
Cognitive abilitiesCognitive abilities PersonalityPersonality
• Based on relationship Based on relationship between traits & between traits & performanceperformance
Trait Approach (continued)Trait Approach (continued)
Appropriate ifAppropriate if• Structural changes planned for Structural changes planned for
organizationorganization DisadvantagesDisadvantages
• Improvement not under individual’s Improvement not under individual’s controlcontrol
• Trait may not lead to Trait may not lead to Desired behaviors or Desired behaviors or Desired resultsDesired results
Behavior ApproachBehavior ApproachAppropriate ifAppropriate if
• Employees take a long time to Employees take a long time to achieve desired outcomesachieve desired outcomes
• Link between behaviors and Link between behaviors and results is not obviousresults is not obvious
• Outcomes occur in the distant Outcomes occur in the distant futurefuture
• Poor results are due to causes Poor results are due to causes beyond the performer’s controlbeyond the performer’s control
Not appropriate if Not appropriate if above conditions are not presentabove conditions are not present
Results ApproachResults Approach
Advantages:Advantages:• Less time Less time • Lower cost Lower cost • Data appear objectiveData appear objective
Results Approach (continued)Results Approach (continued)
Most appropriate when:Most appropriate when:• Workers skilled in necessary Workers skilled in necessary
behaviorsbehaviors• Behaviors and results obviously Behaviors and results obviously
relatedrelated• Consistent improvement in results Consistent improvement in results
over timeover time• Many ways to do the job rightMany ways to do the job right