Unit- 4.Defining Performance and choosing Management approach
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Transcript of Unit- 4.Defining Performance and choosing Management approach
Herman Aguinis, University of Colorado at Denver
Defining Performance and
Choosing a Measurement Approach
Prof. Preeti BhaskarSymbiosis Centre for Management
Studies, NOIDA
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
Defining Performance
Performance is:Behavior
(What employees do…)
Prentice Hall, Inc. © 2006
Performance is NOT:
Results or Outcomes
(What employees produce)
Herman Aguinis, University of Colorado at Denver
Characteristics of Behaviors
Evaluative• Negative• Neutral• Positive
Multidimensional• Many different
kinds of behaviors• Capacity to
Advance or hinder organizational goals
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
Behaviors are Not always
Observable
Measurable
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
Results/Consequences may be used
–To infer behavior–As proxy for behavioral measure
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
Determinants of Performance
Prentice Hall, Inc. © 2006
Performance =
Declarative Knowledge X Procedural Knowledge X Motivation
Herman Aguinis, University of Colorado at Denver
A. Declarative Knowledge
1.Information about• Facts • Labels• Principles• Goals
2. Understanding of task
requirements
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
B. Procedural Knowledge
Knowing– What to do– How to do it
Skills– Cognitive– Physical– Psychomotor– Interpersonal
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
C. Motivation
Choices of behavior
Expenditure of effort
Level of effort
Persistence of effort
Prentice Hall, Inc. © 2006
“I will go to work today”
“I will put in my best efforts at work “
versus “I will not try very hard”
“I will give up after a little while” versus “I will persist no matter
what “
e.g.
Herman Aguinis, University of Colorado at Denver
Diagnosing the Causes for Poor PerformanceHeather works in the training department of a large information technology (IT) organization. She is in charge of designing and delivering interpersonal skills training, including communication skills, networking, and new manager training classes. Heather has excellent knowledge of how to design training class. She incorporates behavioral modeling and practice into all of her classes. She has also conducted research on what good communication consists of, how to network, and what new managers need to know to be successful. However, individuals who attend Heather’s training classes often give her low ratings, stating that she has a hard time answering specific questions in classes, and that she does not seem approachable after the classes when individuals want to ask questions
Herman Aguinis, University of Colorado at Denver
Questions:
1. You are Heather’s manager. In your opinion, what is causing Heather’s poor performance?Is it due to a deficiency in declarative knowledge or procedural knowledge?
2. What can be done to remedy the performance problem?
Herman Aguinis, University of Colorado at Denver
Implications for Addressing Performance Problems
Managers need information to accurately identify source(s) of performance problemsPerformance management systems must– Measure performance
AND– Provide information on SOURCE(s) of problems
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
Factors Influencing Determinants of Performance:
Individual characteristics• Procedural
knowledge• Declarative
knowledge• Motivation
HR practices
Work environment Survivor Syndrome
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
Performance Dimensions:Types of multi-dimensional behaviors:
Task performance
Contextual performance
Prentice Hall, Inc. © 2006
Activities that transform raw materials help with the transformation process
ReplenishingDistributingSupporting
Behaviors that contribute to organization’s effectiveness andprovide a good environment in which task performance can occur
Herman Aguinis, University of Colorado at Denver
Differences Between Task and Contextual Performance
TaskPerformance
• 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
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
Why Include Task & Contextual Performance Dimensions in PM system?
Global competition
Teamwork
Customer service
Supervisor views
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
Approaches to Measuring Performance
• Emphasizes individual traits of employees
Trait Approach
• Emphasizes how employees do the job
Behavior Approach
• Emphasizes what employees produce
Results Approach
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
Job Performance in Context
Prentice Hall, Inc. © 2006
A performer(individual or
team)
In a given situation
Engages in certain
behaviors
That produce various results
TRAIT BEHAVIOR RESULTS
Herman Aguinis, University of Colorado at Denver
Approaches to Measuring Performance
• Emphasizes how employees do the job
Behavior Approach
• Emphasizes what employees produce
Results Approach
• Emphasizes individual traits of employees
Trait Approach
Herman Aguinis, University of Colorado at Denver
Behavior Approach is 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.
Herman Aguinis, University of Colorado at Denver
Advantages of Results Approach :
• 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
Herman Aguinis, University of Colorado at Denver
Trait Approach
• Evaluate stable traits• Cognitive abilities• Personality
Appropriate if
• Structural changes planned for organization
Disadvantages
• Improvement not under individual’s control• Trait may not lead to
• Desired behaviors or • Desired results
Herman Aguinis, University of Colorado at Denver
Thank You