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Defining Performance and Choosing A Measurement Approach

This document discusses approaches to defining and measuring job performance. It defines performance as behaviors that employees engage in, rather than just outcomes. Performance is determined by an employee's knowledge, skills, and motivation. There are two main dimensions of performance: task performance related to an employee's core job duties, and contextual performance related to behaviors that support the organization's effectiveness. The three main approaches to measuring performance are the trait, behavior, and results approaches, each most appropriate depending on the job and organizational context.

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Usman Bhutta
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51 views23 pages

Defining Performance and Choosing A Measurement Approach

This document discusses approaches to defining and measuring job performance. It defines performance as behaviors that employees engage in, rather than just outcomes. Performance is determined by an employee's knowledge, skills, and motivation. There are two main dimensions of performance: task performance related to an employee's core job duties, and contextual performance related to behaviors that support the organization's effectiveness. The three main approaches to measuring performance are the trait, behavior, and results approaches, each most appropriate depending on the job and organizational context.

Uploaded by

Usman Bhutta
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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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

Performance is NOT only:


 Results or Outcomes

 What employees produce


Performance are:
1. Evaluative
• Negative
• Neutral
• Positive
2. Multidimensional
• Many different kinds of
behaviors
• Advance or hinder
organizational goals
Determinants of Performance

Performance =
Declarative Knowledge
X

Procedural Knowledge
X

Motivation
A. Declarative Knowledge
 Information about
• Facts
• Labels
• Principles
• Goals
 Understanding of task
requirements
B. Procedural Knowledge
 Knowing
• What to do
• How to do it
 Skills
• Cognitive
• Physical
• Perceptual
• Motor
• Interpersonal
C. Motivation

 Choices
• Expenditure of effort
• Level of effort
• Persistence of effort
(Deliberate Practice leads to
excellence)
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
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
Factors Influencing
Determinants of Performance:
 Individual characteristics
• Procedural knowledge
• Declarative knowledge
• Motivation
 HR practices
 Work environment
Performance Dimensions:
Types of multi-dimensional
behaviors:
 Task performance
 Contextual performance
• Pro-social behaviors
• Organizational citizenship
Task performance

Activities that
 transform raw materials
 help with the transformation
process
• Replenishing
• Distributing
• Supporting
Contextual performance
Behaviors that
 contribute to organization’s
effectiveness
and
 provide a good environment in
which task performance can occur
Differences Between
Task and Contextual Performance
 Task  Contextual
Performance
Performance
• Varies across jobs
• Fairly similar across
jobs
• Likely to be role
prescribed
• Not likely to be role
prescribed
• Influenced by
 Abilities
 Skills • Influenced by
 Personality
Why Include Task & Contextual
Performance Dimensions in PM
system?
1. Global competition
2. Customer service
3. Teamwork
4. Employee perceptions of
PM
5. Supervisor views
Job Performance in Context

That
A performer Engages in
In a given produce
(individual or certain
situation various
team) behaviors
results

TRAIT BEHAVIOR RESULTS


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
Trait Approach

 Emphasis on individual
• Evaluate stable traits
 Cognitive abilities
 Personality

• Based on relationship
between traits &
performance
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
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
Results Approach
Advantages:
• Less time
• Lower cost
• Data appear objective
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
Quick Review
 Defining Performance
 Determinants of Performance

 Performance Dimensions

 Approaches to Measuring

Performance

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