Ch4 Herman

7/28/2019 Ch4 Herman

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Herman Aguinis, University of Colorado at DenverPrentice Hall Inc. 2006

Defining Performance and Choosing a

Measurement Approach: Overview

Defining Performance

Determinants of PerformancePerformance Dimensions

Approaches to Measuring Performance


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Performance is:

Behavior

What employees do


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Performance is NOT:

Results or Outcomes What employees produce


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Behaviors labeled as Performance are:

1. Evaluative

Negative

Neutral Positive

2. 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


7/24Herman Aguinis, University of Colorado at DenverPrentice Hall Inc. 2006

Determinants of Performance

Performance=

Declarative Knowledge

X

Procedural Knowledge

X

Motivation



A. Declarative Knowledge

Information about

Facts

Labels

Principles

Goals

Understanding of task requirements



B. Procedural Knowledge

Knowing

What to do

How to do it

Skills

Cognitive

Physical

Perceptual

Motor

Interpersonal



C. Motivation

Choices

Expenditure of effort

Level of effort

Persistence of effort



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



Factors Influencing Determinants of

Performance:

Individual characteristics

Procedural knowledge

Declarative knowledge

Motivation

HR practices

Work environment



Performance Dimensions:

Types of multi-dimensional behaviors:

Task performance

Contextual performance Pro-social behaviors

Organizational citizenship



Task performance

Activities that

transform raw materials

help with the transformation process Replenishing

Distributing

Supporting



Contextual performance

Behaviors that

contribute to organizations effectivenessand

provide a good environment in which taskperformance can occur



Differences Between

Task and Contextual Performance

Task Performance

Varies across jobs

Likely to be role

prescribed

Influenced by

Abilities Skills

Contextual Performance

Fairly similar across jobs

Not likely to be role

prescribed

Influenced by

Personality



Why Include Task & Contextual

Performance Dimensions in PM system?

1. Global competition

2. Teamwork3. Customer service

4. Supervisor views



Job Performance in Context

A performer

(individual or

team)

In a given

situation

Engages in

certain

behaviors

That

produce

variousresults

TRAIT BEHAVIOR RESULTS



Approaches to Measuring Performance

Trait Approach

Emphasizes individual traits of employees

Behavior Approach Emphasizes how employees do the job

Results Approach

Emphasizes what employees produce

T it A h



Trait Approach

Emphasis on individual

Evaluate stable traits

Cognitive abilities Personality

Based on relationship between

traits & performance



Trait Approach (continued)

Appropriate if Structural changes planned for organization

Disadvantages

Improvement not under individuals control

Trait may not lead to

Desired behaviors or

Desired results

B h i A h



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 theperformers control

Not appropriate if above conditions are not present

R lt A h


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Results Approach

Advantages: Less time

Lower cost

Data appear objective

R lt A h ( ti d)


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Results Approach (continued)

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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Ch4 Herman