The definition of performance does not only include the results of an employee behavior, but the behavior itself
is really important
PERFORMANCE DEFINITION
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Evaluative Behavior can be judged as negative, neutral, or positive for the others and the organization itself Multidimensional Having different dimensions with a capacity to advance or hinder the organization activities
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Performance measurement is evaluating how well organizations are managed and the value they deliver for customers and other stakeholders
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Performance Determinants
Performance = Declarative Knowledge X Procedural Knowledge X Motivations
Declarative Knowledge Information about facts and things and task requirements
Facts Principles Goals
Procedural Knowledge Combination of knowing what to do and how to do.
Cognitive skills Psychomotor Skills Physical skills Interpersonal Skills Contd..
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Motivation
Related to choice behavior
Choice to exert effort I will complete my task today Choice of intensity of effort I will complete the task by putting my maximum efforts Choice to persist in the expenditure of that level of effort I will initially try to complete and if unable to do so I will leave the task
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Factors Influencing Performance Determinants
Employee --- his capabilities; skill set; experience Human Resource Practices Work environment
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Performance Dimensions
Task Performance
Contextual Performance
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Task Performance
Activities that transform raw materials into the product of the organization (Tangible or intangible) Activities that help with the transformation process (all support functions)
Varies across jobs Likely to be role prescribed Antecedents; skills and abilities
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Contextual Performance
Persisting with enthusiasm and exerting more effort to complete the tasks successfully Volunteering to carry out task activities that are not formally part of the job Team work and cooperation Follow the policies and procedures Understand, support and implement the organizational objectives
Fairly similar across jobs Not likely to be role prescribed Related to the personality
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Approaches to measure Performance
Trait Approach Behavioral Approach Result Oriented Approach
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Trait approach
This approach emphasizes the individual performer and ignores the specific situation, behaviors and results
Examples : Intelligence Drawbacks Traits are not under the control of an individual They are not likely to change promptly even if an individual is willing to exert substantial effort to do so. Presence of any particular trait may not lead that person to the desired level of performance. Uses When the organization is moving in some expansion or any structural change they might be requiring to study the traits of the existing staff to be best fitted
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Behavioral Approach
Emphasizes what employees do on the job. Also known as process oriented approach as it is also related that how the employee has done the job Uses When the link between behavior and result is not obvious When outcomes occur in the distant future When the poor results are due to causes beyond the performers control
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Result Approach
Emphasizes the outcomes and results produced by the employees. Also known as the bottom line approach which focuses on what is produced in numbers. This approach is used when Workers are skilled in the needed behavior Behaviors and results are related Results show consistent improvement over time There are many ways to do the job right
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Measuring Results
What are the different areas in which one individual is expected to focus efforts Within each area what are the expected objectives How do we know well the results have been achieved.
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Determining accountability
Determination of accountability require collection of information about the job and than identify their relative degree of importance; which involves issues like What percentage of employees time is spent performing each task If the accountability is not done properly what would be the impact on work units mission What are the consequences of errors How much percentage of time spent on each accountability
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Determining Performance Standards
Quality How well the objective is achieved; in terms of usefulness, responsiveness, error rate, feedback and criticality Quantity How much has been produced; how many; how often and at what cost
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Characteristics of good Performance Standards
Related to the position Concrete; specific and measurable Practical Meaningful Realistic and achievable Reviewed regularly
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Performance Management Activity
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