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Defining Performance and Choosing A Measurement Approach

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75 views38 pages

Defining Performance and Choosing A Measurement Approach

Uploaded by

Faris Al-Mulaihi
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
You are on page 1/ 38

Chapter 4

Defining Performance
and
Choosing a Measurement Approach

Copyright © 2023 Chicago Business Press 4-1


Overview

 Defining Performance
 Determinants of Performance
 Performance Dimensions
 Approaches to Measuring Performance

Copyright © 2023 Chicago Business Press 4-2


Defining Performance(1 of 3)

Performance is:
 Behaviors and actions
• What employees do

Copyright © 2023 Chicago Business Press 4-3


Defining Performance(2 of 3)

Performance is:
 Results and Products
• The outcome of employee behaviors

Copyright © 2023 Chicago Business Press 4-4


Defining Performance(3 of 3)

Copyright © 2023 Chicago Business Press 4-5


Behaviors Labeled as Performance
Are…
Evaluative
 Negative
 Neutral
 Positive
Multidimensional
 Many different kinds of behaviors
 Advance or hinder organizational goals

Copyright © 2023 Chicago Business Press 4-6


Behaviors Are NOT Always…

• Observable
• Measurable

Copyright © 2023 Chicago Business Press 4-7


Results or Products May Be Used…

 To infer behavior
 As proxy for behavioral measure

Copyright © 2023 Chicago Business Press 4-8


Determinants of Performance(1 of 2)

 Performance =
 Abilities and other traits
 X
 Knowledge and skills
 X
 Context

Copyright © 2023 Chicago Business Press 4-9


Determinants of Performance(2 of 2)

Copyright © 2023 Chicago Business Press


4-10
Abilities and Other Traits

 Cognitive Abilities
 Personality
 Stable Motivational Dispositions
 Physical Characteristics and Abilities

Copyright © 2023 Chicago Business Press 4-11


Knowledge and Skills

 Job-Related Knowledge
 Skills, Attitudes and Malleable Motivational States

Copyright © 2023 Chicago Business Press 4-12


Declarative Knowledge

 Information about
• Facts
• Labels
• Principles
• Goals
 Understanding of task requirements

Copyright © 2023 Chicago Business Press 4-13


Procedural Knowledge

 Knowing
• What to do
• How to do it
 Skills
• Cognitive
• Physical
• Perceptual
• Motor
• Interpersonal

Copyright © 2023 Chicago Business Press 4-14


Motivation

 Choices
• Expenditure of effort (”state” motivation)
• Level of effort (“state” motivation)
• Persistence of effort (stable trait)

 Deliberate practice leads to excellence

Copyright © 2023 Chicago Business Press 4-15


Abilities and Other Traits, and
Knowledge and Skills

 Knowledge and skills are more malleable than


abilities and other traits.
 Individual differences that are less malleable are
called “traits”
 Individual differences that are more malleable are
called “states”

Copyright © 2023 Chicago Business Press 4-16


Deliberate Practice
1. Approach performance with goal of getting
better and better
2. Focus on performance
• What is happening?
• Why?
3. Seek feedback from expert sources
4. Build mental models of job, situation, and
organization
5. Repeat first four steps on an ongoing basis

Copyright © 2023 Chicago Business Press 4-17


Context

 HR policies and procedures


 Managerial and peer leadership

 Organizational and national culture

 Time and timing of performance

 Resources given to employees

Copyright © 2023 Chicago Business Press 4-18


Implications for Addressing Performance
Problems

 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

Copyright © 2023 Chicago Business Press 4-19


Performance Dimensions:
Types of Multidimensional Behaviors

 Task performance
 Contextual performance
• Pro social behaviors
• Organizational citizenship
 Counterproductive performance
 Adaptive Performance

Copyright © 2023 Chicago Business Press 4-20


Task Performance

Activities that
 Transform raw materials
 Help with the transformation process
• Replenishing
• Distributing
• Supporting

Copyright © 2023 Chicago Business Press 4-21


Contextual Performance

Behaviors that
 Contribute to the organization’s effectiveness
AND
 Provide a good environment in which task
performance can occur

Copyright © 2023 Chicago Business Press 4-22


Differences Between
Task and Contextual Performance
Task Performance Contextual Performance

• Varies across • Fairly similar


jobs across jobs
• Likely to be • Not likely to
role be role
prescribed prescribed
• Influenced by • Influenced by
• Abilities • Personality
• Skills

Copyright © 2023 Chicago Business Press 4-23


Why Include Task and Contextual
Performance Dimensions in PM System?

1. Global competition
2. Customer service
3. Teamwork
4. Employee perceptions of PM
5. Supervisor views
6. Cultural differences

Copyright © 2023 Chicago Business Press 4-24


Voice Behavior

 Behavior that emphasizes expression of


constructive challenge with the goal to improve
rather than merely criticize
 Challenges the status quo in a positive way
 Makes innovative suggestions for change
 Recommends modifications to standard
procedures

Copyright © 2023 Chicago Business Press 4-25


Counterproductive Performance

 Behaviors and results that are voluntary


 and violate organizational norms
 Threaten well-being of the organization, its
members, or both

Copyright © 2023 Chicago Business Press 4-26


Examples of counterproductive
performance

 Exaggerating hours worked


 Gossiping about coworkers and one’s supervisor
 Cyber loafing
 Intentionally working slowly and carelessly
 Staying out of sight to avoid work

Copyright © 2023 Chicago Business Press 4-27


Adaptive Performance
 Related to an individual’s adaptability to
changes
 Be it in the organization and it’s goals,
 in the requirements of the job,
 or the overall work context
 Becoming increasingly important due to rapid
changes

Copyright © 2023 Chicago Business Press 4-28


Examples of adaptive performance

 Handling emergencies
 Solving problems creatively
 Dealing with uncertain and unpredictable work
situations
 Demonstrating interpersonal adaptability
 Demonstrating cultural adaptability

Copyright © 2023 Chicago Business Press 4-29


Competency Architecture(1 of 3)

 Four types of competencies


 Core competencies
 Job Family Competencies
 Technical or Professional Competencies
 Leadership Competencies

Copyright © 2023 Chicago Business Press 4-30


Competency Architecture(2 of 3)

 Benefit of implementing a competency


architecture
 Alignment
 Fairness
 Continuity

Copyright © 2023 Chicago Business Press 4-31


Competency Architecture(3 of 3)

 A competency-based job profile can help


 The organization by giving employees a clear
learning path
 Leaders and HR professionals by providing solid
foundation for an organization’s development
programs
 Job seekers by giving them a high-level
overview of the prospective job.

Copyright © 2023 Chicago Business Press 4-32


Approaches to Measuring Performance

Behavior Approach
 Emphasizes how employees do the job

Results Approach
 Emphasizes what employees produce

Copyright © 2023 Chicago Business Press 4-33


Behavior Approach

Appropriate if…
 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

Copyright © 2023 Chicago Business Press 4-34


Company Spotlight(2 of 3)

 Dollar General uses a behavioral approach to


measure performance
 Identified behaviors that serve as indicators of
underlying competencies
 Behaviors are reviewed and utilized to encourage
certain outcomes and provide
 feedback and rewards to staff members

35
Copyright © 2023 Chicago Business Press
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

Copyright © 2023 Chicago Business Press 4-36


Company Spotlight (3 of 3)

 Basecamp divides its employees workload into six-


week work cycles containing 1-2 “big batch
projects” and 4-8 “small batch projects”
 Uses a results-approach to performance planning
 Company focuses exclusively on getting the project
done within 6 weeks and does not measure
efficiency or compare actual to estimated costs
 Team decides how to get the project done

Copyright © 2023 Chicago Business Press 4-37


Quick Review

 Defining Performance
 Determinants of Performance
 Performance Dimensions
 Approaches to Measuring Performance

Copyright © 2023 Chicago Business Press 4-38

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