5 - performance measurement

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Performanc e Management - ToimaPerformanc e Management - Toima

PERFORMANCE DEFINITION

The definition of performance does not

only include the results of an

employee behavior, but the behavioritself is really important


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Evaluative

Behavior can be judged as negative, neutral, or positive for the others

and the organization itself

Multidimensional

Having different dimensions with a capacity to advance or hinder the

organization activities


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Performance measurement is

evaluating how well

organizations are managed andthe value they

deliver for customers and otherstakeholders


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Performance Determinants

Declarative Knowledge

Information about facts and things and taskrequirements

Procedural KnowledgeCombination of knowing what to do andhow to do.

FactsPrinciplesGoals

Cognitive skillsPsychomotor SkillsPhysical skillsInterpersonal Skills

Contd..

Performance = Declarative Knowledge X Procedural Knowledge X Motivations


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Motivation

Related to choice behavior

Choice to exert effortI will complete my task today

Choice of intensity of effort I will complete the task by putting mymaximum efforts

Choice to persist in the expenditure of that levelof effort

I will initially try to complete and if unable to

do so I will leave the task


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Factors Influencing Performance

Determinants

Employee --- his capabilities; skill set;

experienceHuman Resource PracticesWork environment


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Performance Dimensions

Task Performance Contextual Performance



Task Performance

Activities that transform raw materials into theproduct of the organization (Tangible or intangible)Activities that help with the transformation process(all support functions)

Varies across jobsLikely to be role prescribedAntecedents; skills and abilities



Contextual Performance

Fairly similar across jobs

Not likely to be role prescribed

Related to the personality

Persisting with enthusiasm and exerting more effort tocomplete the tasks successfullyVolunteering to carry out task activities that are notformally part of the jobTeam work and cooperation

Follow the policies and proceduresUnderstand, support and implement the organizationalobjectives



Trait Approach

Behavioral Approach Result Oriented Approach

Approaches to measure

Performance



Trait approach

This approach emphasizes the individual performer and

ignores the specific situation, behaviors and results

Examples : Intelligence

Drawbacks

Traits are not under the control of an individual

They are not likely to change promptly even if an

individual is willing to exert substantial effort to do so.

Presence of any particular trait may not lead that

person to the desired level of performance.

Uses

When the organization is moving in some expansion or

any structural change they might be requiring to study

the traits of the existing staff to be best fitted



Behavioral Approach

Emphasizes what employees do on the job. Also known as

process oriented approach as it is also related that how the

employee has done the job

Uses

When the link between behavior and result is not obvious

When outcomes occur in the distant future

When the poor results are due to causes beyond theperformers control



Result Approach

Emphasizes the outcomes and results produced by the

employees. Also known as the bottom line approach which

focuses on what is produced in numbers.

This approach is used when

Workers are skilled in the needed behavior

Behaviors and results are related

Results show consistent improvement over time There are many ways to do the job right



Measuring Results

What are the different areas in which one individual is

expected to focus efforts

Within each area what are the expected objectives

How do we know well the results have been achieved.



Determining accountability

Determination of accountability require collection of

information about the job and than identify their relative

degree of importance; which involves issues like

What percentage of employees time is spent performing

each task

If the accountability is not done properly what would be

the impact on work units mission

What are the consequences of errors

How much percentage of time spent on each

accountability



Determining Performance Standards

Quality

How well the objective is achieved; in terms of usefulness,

responsiveness, error rate, feedback and criticality

Quantity How much has been produced; how many; how often and

at what cost



Characteristics of good Performance

Standards

Related to the position

Concrete; specific and measurable

Practical

Meaningful

Realistic and achievable

Reviewed regularly


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Performance Management Activity

5 - performance measurement

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