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The document discusses performance management and the determinants of employee performance. It states that performance is defined by employee behaviors and not outcomes, and that behaviors can be evaluated as helping or hindering organizational goals. It identifies three main determinants of performance: declarative knowledge, procedural knowledge, and motivation. These factors are influenced by employee characteristics as well as human resource practices and work environment. The document also distinguishes between two key dimensions of performance: task performance related to core job duties, and contextual performance related to behaviors that support the work environment.

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Anik Alam
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160 views4 pages

Chapter

The document discusses performance management and the determinants of employee performance. It states that performance is defined by employee behaviors and not outcomes, and that behaviors can be evaluated as helping or hindering organizational goals. It identifies three main determinants of performance: declarative knowledge, procedural knowledge, and motivation. These factors are influenced by employee characteristics as well as human resource practices and work environment. The document also distinguishes between two key dimensions of performance: task performance related to core job duties, and contextual performance related to behaviors that support the work environment.

Uploaded by

Anik Alam
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Chapter-04: Performance Management

1.Performance Management.

Performance management systems usually include measures of both behaviors (what an


employee does) and results (the outcomes of an employee’s behavior). The definition of
performance does not include the results of an employee’s behaviors but only the behaviors
themselves. Performance is about behavior or what employees do, not about what employees
produce or the outcomes of their work.
Also, there are two additional characteristics of the behaviors we label ―performance.‖
First, they are evaluative. This means that such behaviors can be judged as negative, neutral, or
positive for individual and organizational effectiveness. In other words, the value of these
behaviors can vary based on whether they make a contribution toward the accomplishment of
individual, unit, and organizational goals.
Second, performance is multidimensional. This means that there are many different kinds of
behaviors that have the capacity to advance (or hinder) organizational goals.
As an example, consider a set of behaviors that can be grouped under the general label
―contribution to effectiveness of others in the work unit.‖ This set of behaviors can be defined as
follows:
Works with others within and outside the unit in a manner that improves their effectiveness;
shares information and resources; develops effective working relationships; builds consensus;
and constructively manages conflict.

2.Determinants of Performance.

A combination of three factors allows some people to perform at higher levels than others:
(1) Declarative Knowledge- Declarative knowledge is information about facts and things,
including information regarding a given task’s requirements, labels, principles, and goals.
(2) Procedural Knowledge- Procedural knowledge is a combination of knowing what to do and
how to do it and includes cognitive, physical, perceptual, motor, and interpersonal skills
(3) Motivation- Finally, motivation involves three types of choice behaviors:
1. Choice to expend effort (e.g., ―I will go to work today‖)
2. Choice of level of effort (e.g., ―I will put in my best effort at work‖ versus ―I will not try very
hard‖)
3. Choice to persist in the expenditure of that level of effort (e.g., ―I will give up after a little
while‖ versus ―I will persist no matter what‖)
In other words, the three determinants have a multiplicative relationship such that

Performance = Declarative Knowledge * Procedural Knowledge * Motivation


Deliberate practice is different from regular practice and from simply working many hours a
week. Professor K. Anders Ericsson of Florida State University gives the following example:
―Simply hitting a bucket of balls is not deliberate practice, which is why most golfers don’t get
better. Hitting an eight-iron 300 times with a goal of leaving the ball within 20 feet of the pin
80% of the time, continually observing results and making appropriate adjustments, and doing
that for hours every day—that’s deliberate practice.
Deliberate practice involves the following five steps:
 Approach performance with the goal of getting better and better.
 As you are performing, focus on what is happening and why you are doing things the
way you do.
 Once your task is finished, seek performance feedback from expert sources, and the more
sources the better.
 Build mental models of your job, your situation, and your organization.
 Repeat steps 1–4 continually and on an ongoing basis.

2.1 Implications for Addressing Performance Problems


The fact that performance is affected by combined effect of three different factors has
implications for addressing performance problems. In order to address performance problems
properly, manager must find information that will allow them to understand whether the source
of problem is declarative knowledge, procedural knowledge, motivation or some combination of
these three factors.

2.2 Factors Influencing Determinants of Performance


The factors that determine performance are affected by
 The employee
 Human resource(HR) practices
 And the work environment.
At the top of the list in terms of annual training investment are IBM ($1 billion), Accenture
($717 million), and Ford Motor ($500 million).5 In these companies, declarative knowledge is
not likely to be a big problem because, when lack of knowledge is identified, employees have
multiple opportunities to fill in the gap. However, performance problems may be related more to
procedural knowledge and motivation.
In terms of procedural knowledge, employees may actually have the knowledge to perform
certain tasks but may not have the skill to do them because of lack of opportunity for practice. In
terms of motivation, downsizing interventions may have caused a ―survivor syndrome,‖ which
includes retained employees’ feelings of frustration, resentment, and even anger. These feelings
are likely to have strong negative effects on motivation, and employees may expend minimal
energy on their jobs.
Thus, there are three individual characteristics that determine performance: procedural
knowledge, declarative knowledge, and motivation. In addition, HR practices and the work
environment can affect performance,

3.PERFORMANCE DIMENSIONS
Performance is multidimensional, meaning that we need to consider many different types of
behaviors to understand performance.
Although we can identify many specific behaviors, two types of behaviors or performance facets
stand out:
 Task Performance and
 Contextual Performance
Contextual and task performance must be considered separately because they do not necessarily
occur in tandem.
Task performance is defined as
 Activities that transform raw materials into the goods and services that are produced by
the organization
 Activities that help with the transformation process by replenishing the supply of raw
materials, distributing its finished products, or providing important planning,
coordination, supervising, or staff functions that enable the organization to function
effectively and efficiently.
Contextual performance is defined as those behaviors that contribute to the organization’s
effectiveness by providing a good environment in which task performance can occur. Contextual
performance includes behaviors such as the following:
 Persisting with enthusiasm and exerting extra effort as necessary to complete one’s own
task activities successfully (e.g., being punctual and rarely absent, expending extra effort
on the job)
 Volunteering to carry out task activities that are not formally part of the job (e.g.,
suggesting organizational improvements, making constructive suggestions)
 Helping and cooperating with others (e.g., assisting and helping coworkers and
customers)
 Following organizational rules and procedures (e.g., following orders and regulations,
showing respect for authority, complying with organizational values and policies)
 Endorsing, supporting, and defending organizational objectives (e.g., organizational
loyalty, representing the organization favorably to outsiders)
Both task and contextual performance are important dimensions to take into account in
performance management systems.

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