UNIT 3

Performance Goals and Feedback,

Performance Coaching and
Evaluation, Evaluating Employee
Performance,
Prepared By
Mr.G.RAGU, M.Tech.,M.B.A.,PGDIM.,(Ph.D)
Assistant Professor
CSE
A Basic Model of Performance
• I-O psychologists have devoted a great deal of their research and
practice to understanding and improving the performance of workers.
• Campbell’s Model of Job Performance - Psychology deals with
behavior. In the case of work psychology, that means the behavior of
workers, or worker performance.
Measures of Performance
• Time to complete a training course
• Number of pieces produced
• Total days absent
• Total value of sales
• Promotion rate within an organization
• Performance - Actions or behaviors relevant to the organization’s
goals; measured in terms of each individual’s proficiency.
• Effectiveness - Evaluation of the results of performance; often
controlled by factors beyond the actions of an individual.
• Productivity - Ratio of effectiveness (output) to the cost of achieving
that level of effectiveness (input).
Typical versus Maximum Performance
• Typical performance might be characterized by a worker putting in 70
percent effort for eight hours;
• Maximum performance, in contrast, might be that same worker
putting in 100 percent effort for four (or even eight!) hours.
• EX: PROJECT COMPLETION ON DEMAND,
• Sales of Textiles during festival time, Fire service, Emergency Medical
Service
• Cracker Sales
• Tailoring during festival time
Criterion Deficiency and Contamination
• Criterion deficiency - A situation that occurs when an actual criterion is
missing information that is part of the behavior one is trying to
measure.

• Criterion contamination - A situation that occurs when an actual

criterion includes information unrelated to the behavior one is trying to
measure.

• EX: Playing games, Surfing not relevant to the job, Roaming

unnecessarily
• Ultimate criterion - Ideal measure of all the relevant aspects of job
performance.
• Actual criterion - Actual measure of job performance obtained.
Extensions of the Basic Performance Model
• Task Performance versus Organizational Citizenship Behavior
• Task performance - Proficiency with which job incumbents perform
activities that are formally recognized as a part of their job.
• Organizational citizenship behavior (OCB) - Behavior that goes
beyond what is expected.
• Two aspects of OCB:
• Altruism- Helpful behaviors directed toward individuals or groups
within the organization, such as offering to help a coworker who is up
against a deadline.
• Generalized compliance - Behavior that is helpful to the broader
organization, such as upholding company rules.
The Dark Side of Performance:
Counterproductive Work Behaviors (CWB)
• Counterproductive work behavior (CWB) - Voluntary behavior that
violates significant organizational norms and threatens the well-being
of the organization, its members, or both.
• Three common counterproductive behaviors: dishonesty,
absenteeism, and sabotage.
• Dishonesty - Employee theft of goods and theft of time (arriving late,
leaving early, taking unnecessary sick days) or dishonest communications
with customers, co-workers, or management.
• Absenteeism - Type of counterproductive behavior that involves failure of
an employee to report for or remain at work as scheduled.
• Employers lose money with every employee absence, for an absent
employee cannot be a productive employee.
• Many employers strive to minimize these kinds of absences through
• stress reduction or
• increases in workplace safety .
• “avoidable” absence
• Sabotage - Acts that damage, disrupt, or subvert the organization’s
operations for personal purposes of the saboteur by creating
unfavorable publicity, damage to property, destruction of working
relationships, or harming of employees or customers.
Lordstown syndrome
• In the early 1970s, at the height of the microassembly movement in
automobile production, employers began to require line workers to
complete their operations on a moving auto body in 30 seconds or
less—a difficult, if not impossible, task. As stress and frustration
among the workers grew, acts of sabotage increased.

• Workers intentionally dropped nuts and bolts into the engine or

neglected to anchor parts to the car body appropriately. This became
known as the Lordstown syndrome, named after one General Motors
plant particularly plagued with these acts of sabotage.
Causes of and Treatments for CWB
• Current research seems to identify personality factors as most closely
associated with CWB.
• However, proportionally speaking, CWBs are dwarfed by productive
behaviors, so you should not jump to the conclusion that anyone with
an implicated personality characteristic is likely to be involved in CWB.
• situational constraints (e.g., opportunity to steal)
• feelings of injustice, and
• Individual need
• closer supervision reduces CWB and that punishment oriented
supervisory styles increase CWB.
OCB and CWB: Two Ends of the Same
Continuum?
OCB and CWB: Two Ends of the Same
Continuum?
• Positive emotions at work lead to OCB, whereas negative emotions at
work lead to CWB.
• Some researchers argue that since we can find co-occurrences of OCB
and CWB in the same person, these must be distinct concepts
Adaptive Performance
• Performance component that includes flexibility and the ability to
adapt to changing circumstances.
• The following circumstances of today’s workplace that favor this
adaptability:
Changing technologies alter work tasks.
 Mergers, downsizing, and corporate restructuring require employees
to learn new skills.
Globalization requires individuals to work in different cultures.
• Globalization emphasizes the importance of adaptive performance
because it requires individuals to work in different cultures.
Expert performance
• Performance exhibited by those who have been practicing for at least
10 years and have spent an average of four hours per day in
deliberate practice.
Types of Performance Measures
• Objective performance measure Usually a quantitative count of the
results of work, such as sales volume, complaint letters, and output.
• Judgmental measure -Evaluation made of the effectiveness of an
individual’s work behavior; judgment most often made by supervisors
in the context of a performance
• Personnel measure Measure typically kept in a personnel file,
including absences, accidents, tardiness, rate of advancement,
disciplinary actions, and commendations of meritorious behavior.
Job Evaluation
• Method for making internal pay decisions by comparing job titles to
one another and determining their relative merit by way of these
comparisons.
• Compensable factors - Factors in a job evaluation system that are
given points that are later linked to compensation for various jobs
within the organization;
• factors usually include skills, responsibility, effort, and working
conditions.
The Concept of Comparable Worth
• Comparable worth is a phrase that contains practical, philosophical,
social, emotional, and legal implications.
• To most people, it has become shorthand for the idea that people
who are performing comparable work should receive comparable pay,
reflecting the fact that their worth to the organization in terms of
tasks accomplished is “comparable.”
• Equal Pay Act of 1963 - No Gender or any other discrimination
• In work settings, performance measurement often goes beyond the
annual review and can be used for many purposes. Some of the most
common are the following:
• Criterion data
• Employee development
• Motivation/satisfaction
• Rewards.
• Transfer.
• Promotion.
• Layoff.
• Hands-on performance measurement - Type of measurement that requires an
employee to engage in work-related tasks; usually
includes carefully constructed simulations of central or critical pieces of work that
involve single workers.

• Walk-through testing - Type of measurement that requires an employee to

describe to an interviewer in detail how to complete a task or job-related
behavior; employee may literally walk through the
facility (e.g., a nuclear power plant), answering questions as he or she
actually sees the displays or controls in question.
• Electronic performance monitoring - Monitoring work processes with
electronic devices; can be very cost effective and has the potential for
providing detailed and accurate work logs.

• Third umpire in Cricket - measuring the accuracy

• Electronic performance monitoring is often used in customer service
call centers and other telephone-based work situations.

• AI assisted devices - for measuring

• Performance management -System that emphasizes the link between
individual behavior and organizational strategies and goals by
defining performance in the context of those goals; jointly developed
by managers and the people who report to them.
• Performance appraisal occurs once a year and is initiated by a request
from HR; performance management occurs at much more frequent
intervals and can be initiated by a supervisor or by a subordinate.

• Performance appraisal systems are developed by HR and handed to

managers to use in the evaluation of subordinates; performance
management systems are jointly developed by managers and the
employees who report to them.
• Performance appraisal feedback occurs once each year and follows
the appraisal process; performance management feedback occurs
whenever a supervisor or subordinate feels the need for a discussion
about expectations and performance.

• In performance appraisal, the appraiser’s role is to reach agreement

with the employee appraised about the level of effectiveness
displayed and to identify areas for improvement;
• In performance management, the appraiser’s role is to understand the
performance criteria and help the employee understand how his or her
behavior fits with those criteria, as well as to look for areas of potential
improvement.

• Thus, in performance management, the supervisor and the employee are

attempting to come to some shared meaning about expectations and the
strategic value of those expectations, rather than simply clarifying the
meaning of a nonstrategic performance area and definitions of
effectiveness in that area.
• In performance appraisal, the appraisee’s role is to accept or reject
the evaluation and acknowledge areas that need improvement,

• whereas in performance management, the role of the appraisee is

identical to the role of the appraiser:
• To understand the performance criteria and understand how his or
her behavior fits with those criteria.
Performance Rating—Substance
• Students are often asked to rate their instructors.

• Instructors often rate the students.

• Trait Ratings

• Task-Based Ratings

• Duties
Duty Areas for a Patrol Officer
• 1. Apprehension/intervention
• 2. Providing information to citizens
• 3. Traffic control
• 4. Report writing
• 5. Testifying
• 6. First aid
• 7. Research
• 8. Training
• Critical incidents - Examples of behavior that appear “critical” in
determining whether performance would be good, average, or poor
in specific performance areas.
Effective and Ineffective Behaviors in the
Duty Area of Written Communication
• Effective - It is concise and well written; includes relevant exhibits and
references to earlier communication on same topic.
• It communicates all basic information without complete reference to
earlier communications.
• Average - All of the basic information is there, but it is necessary to
wade through excessive verbiage to get to it.
• Important pieces of information, needed to achieve full
understanding, are missing.
• Ineffective - It borders on the incomprehensible. Facts are confused
with each other, sequences are out of order, and frequent references
are made to events or documents with which the reader would be
unfamiliar.
Rater Goals

• Task performance: using appraisal to maintain or enhance the ratee’s performance

goals or levels
• Interpersonal: using appraisal to maintain or improve interpersonal relations with
the ratee
• Strategic: using appraisal to enhance the standing of the supervisor or work group
in the organization
• Internalized: using appraisal to confirm the rater’s view of himself or herself as a
person of high standards
Ratee Goals
• Information gathering: to determine the ratee’s relative standing in
the work group;
• To determine future performance directions;
• To determine organizational performance standards or expectations
• Information dissemination: to convey information to the rater
regarding constraints on performance;
• To convey to the rater a willingness to improve performance
Organizational Goals

• Between-person uses: salary administration, promotion,

retention/termination, layoffs, identification of poor performers

• Within-person uses: identification of training needs, performance

feedback, transfers/assignments, identification of individual strengths
and weaknesses

• Systems-maintenance uses: manpower planning, organizational

development, evaluation of the personnel system, identification of
organizational training needs
Goal Conflict
• The problem with having multiple stakeholders with differing goals is that they often
conflict when a single system is used for performance evaluation.
Consider some typical conflicts:
• A rater wants to make his or her group look good, a ratee wants to learn what the
organizational performance standards are, and an organization wants to make
salary decisions.

• A rater wants to motivate a ratee to perform at a higher level, a ratee wants to explain
why his or her performance was constrained by work conditions, and an organization
wants to make layoff decisions.
Performance Feedback
• Individual workers seek feedback because it reduces uncertainty and
provides external information about levels of performance to balance
internal (self) perceptions
• Most workers prefer to receive positive feedback, and most
supervisors prefer to give positive feedback.
• But there is always room for improvement, so most workers get mixed
feedback, some positive and some directed toward improving skills or
eliminating weaknesses.
• Some organizations use a schedule that separates administrative
discussions (e.g., promotions, raises, bonuses) from feedback
and planning discussions by as long as six months and

Use different metrics for discussing salary adjustments (e.g., individual

accomplishments, profitability of the company, past salary history).
Destructive criticism

• Negative feedback that is cruel, sarcastic, and offensive;

• Usually general rather than specific and often directed toward
personal characteristics of the employee rather than job-relevant
behaviors.
• Feedback, especially when negative, is not always welcome or
accepted
THANK YOU