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

Behaviors are Not alwaysBehaviors are Not always

•ObservableObservable•MeasurableMeasurable

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 competition2.2. Customer service Customer service 3.3. TeamworkTeamwork4.4. Employee perceptions of Employee perceptions of

PMPM5.5. 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 ApproachAdvantages: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 behaviorsWorkers skilled in necessary behaviors• 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

Quick ReviewQuick Review

Defining PerformanceDefining Performance Determinants of PerformanceDeterminants of Performance Performance DimensionsPerformance Dimensions Approaches to Measuring Approaches to Measuring

PerformancePerformance