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Transcript PM: Chapter 4
Chapter 4
Defining Performance and Choosing a
Measurement Approach
Amber Malmstead
4.1
Defining Performance
Performance Management Systems
Includes measurements of:
Behavior
What an Employee does
Results
The outcomes of an Employee’s behavior
Characteristics of Performance
Behaviors
Evaluative
Can be judged: negative,
positive, neutral
The behavior’s contribution to
the individual, unit, or
organization
Multidimensional
Many different behaviors that
advance or hinder organization’s
goals
Not all Behaviors are
Measurable
Evaluate the results
4.2
Determinants of Performance
Performance Factors
Declarative Knowledge
Procedural Knowledge
Motivation
Declarative Knowledge
Knowledge of facts and things
Task requirements
Labels
Principles
Goals
Procedural Knowledge
Knowing what to do and how to do it
Cognitive skills
Physical skills
Motor skills
Interpersonal skills
Motivation
Choice to expend effort
Choice of level of effort
Choice to persist in the expenditure of that level of
effort
Declarative
Knowledge
Procedural
Knowledge
Motivation
Performance
Deliberate Practice
1. Approach Performance with the goal of getting
better
2. As you are performing, focus on what is happening
and why you are doing things the way you do
3. After your task, seek performance feedback from
expert sources; the more sources the better
4. Build mental models of your job, situation, and
organization
5. Repeat steps 1-4 continually
Implications for Addressing
Performance Problems
A lack one or combination of Declarative Knowledge,
Procedural Knowledge, or motivation causes poor
performance
Possible solution: Employee Training
There may not be a solution
Factors Influencing Determinants of
Performance
Employee past experiences
Human resources (HR) practices
Work environment
Survivor Syndrome: cause by downsizing
Results in employee frustration, resentment, anger, and
negative effect on motivation
4.3
Performance Dimensions
Two Important Types of Behavior
Task Performance
Tasks involving the production process from raw
materials to final good or service
Contextual Performance
Behavior contributing to an organization‘s effectiveness
caused by a good working environment
Teamwork and Trust
Task Performance
Activities that transform raw material into goods and
services
Activities that help with the organization’s transformation
process in efficiency and effectiveness:
Replenishing the supply of raw materials
Distributing its finished product
Providing planning and coordination
Supervising
Staff functions
Contextual Performance
Persisting enthusiasm and exerting extra effort as
necessary to successfully complete a task
Volunteering to carry our tasks not formally a part of
the job
Helping and cooperating with others
Following organizational rules and Procedures
Endorsing, supporting, and defending organizational
objectives
Table 4.2
Main Differences Between Task and Contextual
Performance
Task Performance
Contextual Performance
Varies across jobs
Fairly similar across jobs
Likely to be role prescribed
Not likely to be role prescribed
Influence: abilities and skills
Influenece: personality
Why Should Task and Context Performance be
Included in Performance Management Systems
1.
2.
3.
4.
5.
Global competition is raising the levels of effort required
by employees
Globalization increased the need to offer outstanding
customer service
Many organizations are forming employees into teams
It is believed to increase fairness if Contextual
Performance is measured along side Task Performance
Difficult for supervisors to ignore contextual
performance’s effect on overall employee performance
Why Should Task and Context Performance be Included in
Performance Management Systems (Continued)
All organizational members are given an opportunity
to bring the added individual value to the
organization regardless of cultural and behavioral
differences
Voice Behavior
Additional type of behavior associated with Context
Performance
Emphasizes expression of constructive challenges
with goals to improve
Challenges the status quo
Making innovative suggestion for change and
standard procedures modifications
4.4
Approaches to Measuring
Performance
Figure 4.1
Job Performance in Context
A performer
(individual
or team
with certain
traits)
In a given
work
situation
Engages in
certain
behaviors
That
produce
various
results
Behavior Approach
How It Is Done
Circumstances:
No obvious link between behavior and results
When outcomes occur in the distant future choose to
evaluate behaviors in short intervals
Poor results are due to causes beyond the performer’s
control
Results Approach
The Bottom-line
Focuses on what is produced (sales, number of errors,
time spent with customers, and accounts acquired)
Circumstances:
Workers are skilled in the needed behavior: based on
knowledge, skill, and results
Behaviors and results are obviously related
Results show consistent improvement over time
There are many ways to do the job
Table 4.3
Behavior Approach V. Results Approach
When to adopt a behavior approach to
measure performance :
The link between behaviors
and results are not obvious
Outcomes occur in the distant
future
Poor results are due to causes
beyond the performer’s
control
When to adopt a results approach
to measure performance:
Workers are skilled in the
needed behaviors
Behaviors and results are
obviously related
Results show consistent
improvement over time
There are many ways to do the
job right
!!!!Surprise!!!!
Most companies measure both
Behavior and Results Approaches
Trait Approach
Emphasizes the Individual
Ignores
Specific situations
Behaviors
Results
Evaluates
Cognitive ability (not easily trainable)
Personality (not likely to change over time)
Trait Approach (Continued)
Believes in a positive relationship between
Abilities
Personality traits
Desirable work-related behaviors
Challenges of the Trait Approach
1. Traits are not under control of individuals
The traits are fairly stable over one’s lifespan
Not likely to change even with substantial effort
Employees may feel this approach to be unfair
2. Possessing a certain trait does not mean equal
desired results
Example: Intelligence + Faulty Equipment = Efficiency
Chapter 4
Defining Performance and Choosing a
Measurement Approach
Amber Malmstead