4 defining performance and choosing a measurement approach
TRANSCRIPT
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Dr Bhavana Adhikari
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Defining Performance Determinants of
Performance Performance Dimensions Approaches to Measuring
Performance
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Performance is: Behavior What employees do
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Performance is NOT: Results or Outcomes What employees produce
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1. Evaluative Negative Neutral Positive
2. Multidimensional Many different kinds of
behaviors Advance or hinder
organizational goals
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ObservableMeasurable
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To infer behaviorAs proxy for behavioral measure
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Performance =
Declarative Knowledge
X
Procedural Knowledge
X
Motivation
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Information about Facts Labels Principles Goals
Understanding of task requirements
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Knowing what to do and how to do• cognitive skills• physical skills• perceptual skills• motor skills• interpersonal skills
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Willingness to performThree choices of behaviour
• Choice to expend effort /perform( I’ll go to work today)
• Choice of level of effort (I’ll work hard)
• Choice to persist in that level of effort ( I’ll continue to work hard)
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•Performance = Declarative knowledge X Procedural knowledge X Motivation
(If one of the above is zero, performance becomes zer0)
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•In addition • HR practices• Work environmentcan also affect performance
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Individual characteristics Procedural knowledge Declarative knowledge Motivation
HR practices Work environment
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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
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Task Performance
Contextual performance
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•Activities that transform raw materials into goods and services•Activities that help with the transformation process by replenishing the supply of raw material, distributing finished products etc.
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•Behaviours that contribute to organisational effectiveness by providing a good environment in which task perf can occur•Includes
• Showing enthusiasm and exerting extra effort (ex being punctual)
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• Volunteering to carry out task activities that are not formally a part of the job (ex making constructive suggestions)
• Helping and cooperating with others (ex assisting coworkers)
• Following organ rules and procedures (ex showing respect for authority)
• Endorsing supporting and defending orgn objectives (ex organisational loyalty)
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Task Performance• Varies across
jobs• Likely to be role
prescribed• Influenced by
Abilities Skills
Contextual Performance• Fairly similar across
jobs• Not likely to be role
prescribed• Influenced by
Personality
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• Both performances important• Need to be considered in PMS
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1. Global competition (raising the level of effort required by employees)
2. Teamwork ( shift towards teams to perform specific tasks)
3. Customer service (Contextual dimensions have a profound effect on customers)
4. Supervisor views (difficult for supervisors to completely avoid considering contextual performance)
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A performer(individual or team)
In a given situation
Engages in certain
behaviors
That produce various results
TRAIT BEHAVIOR RESULTS
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Trait Approach Emphasizes individual traits of
employees Behavior Approach
Emphasizes how employees do the job Results Approach
Emphasizes what employees produce
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• Emphasises on the person , ignores the situation, behaviour and results
• Raters evaluate stable traits• Cognitive abilities and personality• Based on relationship between traits &
performance• Not a very popular method
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Appropriate if• Structural changes planned for
organization resulting in reallocation of employees
Disadvantages• Improvement not under individual’s
control-Traits are relatively stable and employees are unable to change them even if they put in effort. Thus employees feel it is unfair to have a system based on traits
• Trait may not lead to Desired behaviors or Desired results
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• Emphasises what employees do on the job
• Ignores traits or outcomes resulting from behaviours
• Process oriented approach – How an employee does a job
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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 controlNot appropriate if above conditions are not present
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Emphasises the outcomes and results
Does not consider the traits or the behaviour
Basically a bottom line aproach
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Advantages:• Less time • Lower cost • Data appear objective
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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
Prentice Hall, Inc. © 2006