Chapter 4
Defining
Performance
and
Choosing a
Measurement Approach
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Overview
Defining Performance
Determinants of Performance
Performance Dimensions
Approaches to Measuring
Performance
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Defining Performance
Performance is:
Behavior
What employees do
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Defining Performance
Performance is NOT:
Results or outcomes
What employees produce
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Behaviors Labeled as
Performance Are…
Evaluative
Negative
Neutral
Positive
Multidimensional
Many different kinds of behaviors
Advance or hinder organizational
goals
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Behaviors Are NOT Always…
• Observable
• Measurable
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Results/Consequences May Be
Used…
• To infer behavior
• As proxy for behavioral
measure
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Determinants of Performance
Performance =
Declarative Knowledge
X
Procedural Knowledge
X
Motivation
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Declarative Knowledge
Information about
• Facts
• Labels
• Principles
• Goals
Understanding of task
requirements
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Procedural Knowledge
Knowing
• What to do
• How to do it
Skills
• Cognitive
• Physical
• Perceptual
• Motor
• Interpersonal
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Motivation
Choices
• Expenditure of effort
• Level of effort
• Persistence of effort
Deliberate practice leads to
excellence
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Deliberate Practice
Approach performance with goal of getting
better and better
Focus on performance
• What is happening?
• Why?
Seek feedback from expert sources
Build mental models of job, situation, and
organization
Repeat first four steps on an ongoing basis
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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
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Factors Influencing
Determinants of Performance
Individual characteristics
• Procedural knowledge
• Declarative knowledge
• Motivation
HR practices
Work environment
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Performance Dimensions:
Types of Multidimensional
Behaviors
Task performance
Contextual performance
• Prosocial behaviors
• Organizational citizenship
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Task Performance
Activities that
Transform raw materials
Help with the transformation
process
• Replenishing
• Distributing
• Supporting
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Contextual Performance
Behaviors that
Contribute to the organization’s
effectiveness
AND
Provide a good environment in
which task performance can occur
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Differences Between
Task and Contextual Performance
Task Performance Contextual
• Varies across Performance
jobs • Fairly similar across
jobs
• Likely to be role
prescribed • Not likely to be role
prescribed
• Influenced by
• Influenced by
Abilities
Personality
Skills
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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
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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
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Job Performance in Context
That
A performer Engages in
In a given produce
(individual or certain
situation various
team) behaviors
results
TRAIT BEHAVIOR RESULTS
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Approaches to Measuring
Performance
Behavior Approach
Emphasizes how employees do the job
Results Approach
Emphasizes what employees produce
Trait Approach
Emphasizes individual traits of employees
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Behavior Approach
Appropriate if…
Employees take a long time to achieve
desired outcomes
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
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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
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Trait Approach
Most appropriate when:
Emphasis on individual
• Evaluate stable traits (i.e., cognitive abilities, personality)
Positive relationship between abilities, personality
traits, and desirable work-related behaviors
Appropriate if structural changes planned for
organization
Disadvantages
Improvement not under individual’s control
Trait may not lead to desired behaviors or results
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Quick Review
Defining Performance
Determinants of Performance
Performance Dimensions
Approaches to Measuring
Performance
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