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Chapter 4 Defining Performance and Choosing A Measurement Approach

The document outlines the definition of performance, emphasizing that it encompasses behaviors rather than just results. It discusses the determinants of performance, which include declarative knowledge, procedural knowledge, and motivation, and highlights the importance of both task and contextual performance in performance management systems. Additionally, it reviews different approaches to measuring performance, such as trait, behavior, and results approaches, each with their advantages and appropriate contexts for use.

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Abdallah Mustafa
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6 views23 pages

Chapter 4 Defining Performance and Choosing A Measurement Approach

The document outlines the definition of performance, emphasizing that it encompasses behaviors rather than just results. It discusses the determinants of performance, which include declarative knowledge, procedural knowledge, and motivation, and highlights the importance of both task and contextual performance in performance management systems. Additionally, it reviews different approaches to measuring performance, such as trait, behavior, and results approaches, each with their advantages and appropriate contexts for use.

Uploaded by

Abdallah Mustafa
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, 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
 ApproachPractice
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
Managers need information to
Problems
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
 Task
Performance
Performance
Contextual

• Varies across Performance


jobs • Fairly similar across
jobs
• Likely to be role
prescribed • Not likely to be role
prescribed
• Influenced by
 Abilities • Influenced by
 Skills  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 produc
In a
(individual in e
given
or team) certain variou
situation
behaviors s
results
TRAI BEHAVIOR RESULTS
T
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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