Chapter 4

Defining
Performance
and
Choosing a
Measurement Approach
 Overview
Defining Performance
Determinants of Performance
Performance Dimensions
Approaches to Measuring
Performance
 Defining Performance

Performance is:
■ Behavior
■ What employees do
 Defining Performance

Performance is NOT:
■ Results or outcomes
■ What employees produce
 Behaviors Labeled as
Performance Are…
Evaluative
■ Negative
■ Neutral
■ Positive
Multidimensional
■ Many different kinds of behaviors
■ Advance or hinder organizational
goals
Behaviors Are NOT Always…

• Observable
• Measurable
Results/Consequences May Be
Used…

• To infer behavior
• As proxy for behavioral
measure
Determinants of Performance

Performance =
Declarative Knowledge
X
Procedural Knowledge
X
Motivation
 Declarative Knowledge

■ Information about
• Facts
• Labels
• Principles
• Goals
■ Understanding of task
requirements
 Procedural Knowledge
■ Knowing
• What to do
• How to do it
■ Skills
• Cognitive
• Physical
• Perceptual
• Motor
• Interpersonal
 Motivation

■ Choices
• Expenditure of effort
• Level of effort
• Persistence of effort

■ Deliberate practice leads to

excellence
 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
 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 Multidimensional
Behaviors
■ Task performance
■ Contextual performance
• Prosocial behaviors
• Organizational citizenship
 Task Performance

Activities that
■ Transform raw materials
■ Help with the transformation
process
• Replenishing
• Distributing
• Supporting
 Contextual Performance
Behaviors that
■ Contribute to the organization’s
effectiveness
AND
■ Provide a good environment in
which task performance can occur
 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
■ Abilities
• Influenced by

■ Skills ■ Personality
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
 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
 Job Performance in Context

That
A performer Engages in
In a given produce
(individual or certain
situation various
team) behaviors
results

TRAIT BEHAVIOR RESULTS

 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
 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
 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
 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
 Quick Review

Defining Performance
Determinants of Performance
Performance Dimensions
Approaches to Measuring
Performance
Thank You