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Measuring Results Measuring Behaviors

This document discusses methods for measuring employee performance results and behaviors. It describes measuring activities, accomplishments, and outcomes to evaluate results. Key aspects include determining accountabilities, setting objectives, and establishing performance standards. For behaviors, the document outlines identifying important competencies, observable indicators, and choosing absolute or comparative measurement systems such as essays, checklists, critical incidents, or rating scales. The goal is selecting practical and useful methods to evaluate employee contributions and provide feedback.

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Meenakshi Jayaraman
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43 views34 pages

Measuring Results Measuring Behaviors

This document discusses methods for measuring employee performance results and behaviors. It describes measuring activities, accomplishments, and outcomes to evaluate results. Key aspects include determining accountabilities, setting objectives, and establishing performance standards. For behaviors, the document outlines identifying important competencies, observable indicators, and choosing absolute or comparative measurement systems such as essays, checklists, critical incidents, or rating scales. The goal is selecting practical and useful methods to evaluate employee contributions and provide feedback.

Uploaded by

Meenakshi Jayaraman
Copyright
© Attribution Non-Commercial (BY-NC)
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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Measuring Results and Behaviors:

Overview
 Measuring Results
 Measuring Behaviors
OUTCOMES
(increased sales
of honey) PROGRAM
(Bees, Inc.)
OUTPUTS
ACCOMPLISHMENTS
(i.e., PRODUCTS OR
SERVICES) (honey
produced WORK UNIT
per hive) (hive)
(nectar collected
per bee)

EMPLOYEE
(bee)
ACTIVITIES
(flowers visited)
Activities
 are the actions taken to produce results
and are generally described using verbs.
 In the beekeeper story, the activity being
measured was visiting flowers.
examples of
 activities include:

 ❙ filing documents

 ❙ developing software programs

 ❙ answering customer questions

 ❙ writing reports
Accomplishments
(or outputs) are the products or services (the
results) of employee and
work unit activities and are generally described
using nouns. The examples of outputs used in
the story include the amount of nectar each bee
collected and the honey production for the
hive. Other examples include:
 ❙ files that are orderly and complete

 ❙ a software program that works

 ❙ accurate guidance to customers

 ❙ a report that is complete and accurate


Outcomes
are the final results of an agency’s products
and services (and other outside factors that
may affect performance). The example of an
outcome used in the beekeeper story was
increased sales of honey for Bees, Inc.
Other examples of outcomes could include:
 reduced number of transportation-related
deaths
 improved fish hatcheries

 a decrease in the rate of teenage alcoholism

 clean air
Measuring Results: Overview
 Accountabilities
 Objectives
 Performance Standards
Key questions
• Where should each individual focus
efforts?

• What are the expected objectives?

• How do we know how well the


results were achieved?
Accountabilities

 Broad areas of a job for


which employee is
responsible for producing
results
Objectives

 Statements of important
and measurable outcomes
Performance Standards

 Yardstick used to evaluate


how well employees have
achieved objectives
Determining Accountabilities
 Collect information about job (Job
Description)
 Determine importance of task or
cluster of tasks
• % of employee’s time spent
performing task
• Impact on unit’s mission if performed
inadequately
• Consequences of error
Determining Objectives
 Purpose: to identify
• Outcomes
 Limited number
 Highly important
• When achieved
 dramatic impact on overall organization
success
10 Characteristics of Good
Objectives

1. Specific and Clear


2. Challenging
3. Agreed Upon
4. Significant
5. Prioritized
10 Characteristics of Good Objectives
(continued)

6. Bound by Time
7. Achievable
8. Fully Communicated
9. Flexible
10. Limited in Number
Determining Performance
Standards
Standards refer to aspects of
performance objectives, such as:
 Quality
• How well the objective is achieved
 Quantity
• How much, how many, how often, at what cost
 Time
• Due dates, schedule, cycle times, how quickly
Standards must include:
 A verb
 The desired result
 A due date
 Some type of indicator
• Quality and/or
• Quantity
Good Performance Standards:
6 Characteristics

1. Related to Position
2. Concrete, Specific, Measurable
3. Practical to Measure
4. Meaningful
5. Realistic and Achievable
6. Reviewed Regularly
Measuring Behaviors: Overview
 Identify competencies
 Identify indicators
 Choose measurement system
Identify Competencies
Measurable clusters of KSAs
• Knowledges
• Skills
• Abilities
That are critical in determining
how results will be achieved
Types of Competencies
 Differentiating
• Distinguish between superior and
average performance

 Threshold
• Needed to perform to minimum
standard
Identify Indicators
Observable behaviors

Used to measure extent to which


competencies are present – or
not
Necessary Components for
Describing Competencies
 Definition
 Description of specific behaviors
• When competency demonstrated
• When competency not demonstrated
 Suggestions for developing the
competency
Comparative Systems
 Simple rank order
 Alternation rank order
 Paired comparisons
 Forced distribution
Choose Measurement System
 Comparative system
• Compares employees with each
other
 Absolute system
• Compares employees with pre-
specified performance standard
Advantages of Comparative
Systems
 Easy to explain
 Straightforward
 Better control for biases and
errors found in absolute systems
• Leniency
• Severity
• Central tendency
Disadvantages of Comparative
Systems
 Rankings may not be specific
enough for
• Useful feedback
• Protection from legal challenge
 No information on relative distance
between employees
 Specific issues with forced
distribution method
Absolute Systems
 Essays
 Behavior checklists
 Critical incidents
 Graphic rating scales
Essays
 Advantage:
• Potential to provide detailed feedback
 Disadvantages:
• Unstructured and may lack detail
• Depends on supervisor writing skill
• Lack of quantitative information;
difficult to use in personnel decisions
Behavior checklists
 Advantage:
• Easy to use and understand
 Disadvantage:
• Scale points used are often
arbitrary
• Difficult to get detailed and useful
feedback
Critical incidents
Kinds of measurement
1. Report of specific employee
behavior
 Allows focus on specific behavior
 Very time-consuming
2. Examples of behavior illustrative
of core competencies
 Easier to use
 Describes behavior desired
Graphic rating scales
 Clear meaning for each
response category
 Consistent interpretation
by outside readers
 Supervisor and employee
should have same
understanding of rating
Graphic rating scales:
BARS improvement
 Behaviorally Anchored Rating Scales
(BARS)
• Use critical incidents as anchors
• Involves multiple groups of employees in
development
 Identify important job elements
 Describe critical incidents at various levels of
performance
 Check for inter-rater reliability
Measuring Performance
 Several types of methods
 Differ in terms of:
• Practicality (time and effort)
• Usefulness (quantifiable)
Quick Review
 Measuring Results
• Identify accountabilities
• Set objectives
• Determine standards of
performance
 Measuring Behaviors
• Identify competencies
• Identify indicators
• Choose measurement system

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