Pre requisites

Performance
Planning
Stage 2: Performance Performance
Planning: Choosing a execution

Measurement Approach Performance

By assessment

Aliya Ahmad Shaikh Performance

review

Performance
renewal &
recontracting
 Determinants of performance
 

A combination of three factors allows some people to perform at

higher levels than others, includes:
 Declarative knowledge
 Procedural knowledge
 Motivation
Multiplicative relationship
Performance= Declarative knowledge × Procedural
knowledge × Motivation
 ***If any of the three determinants of performance has a very small value
(e.g., very little procedural knowledge), then performance will also have a
low level. All three determinants of performance must be present for
performance to reach satisfactory (and better) levels.
 Determinants of performance
 
 Declarative knowledge

  Declarative knowledge is information about facts and things, including

information regarding a given task’s requirements, labels, principles, and
goals.
 Procedural knowledge
Procedural knowledge is combination of knowing what to do and how to do it
and includes cognitive, physical, perceptual, motor, and interpersonal skills.
 Motivation
Motivation involves three types of choice behaviors:
o Choice to expend effort (I will go to work today)
o Choice of level of efforts (I will put in my best effort at work VS I will not
try very hard)
o Choice to persist in the expenditure of that level of effort (I will give up
after a little while VS I will be persistent no matter what)
 Determinants of performance
 

Declaration knowledge Procedural Knowledge Motivation

Facts Cognitive skill Choice to perform

Principles Psychomotor skill Level of efforts

Goals Physical skill Persistence of efforts

  Interpersonal skill  
How to achieve excellence in
performance?
Deliberate Practice?
 Deliberate practice is different from regular practice and from
simply working several hours per day.
 Top performers in all fields engage in deliberate practice
consistently, daily, including weekends.
Deliberate practice involves:
 Approaching performance with goals of getting better and better
 As you perform, focus on what is happening and why you are
doing things the way you do.
 Once your task is finished, seek performance feedback from
expert.
 Build mental models of your job, your situation and your
organization.
 Repeat all steps continually.
Performance Dimensions
Performance is multidimensional, meaning that we need to
consider many different types of behaviors, to understand
performance. 
 Performance facets:
1. Task performance
2. Contextual performance/“prosocial behaviors” and
“organizational citizenship behaviors”
 Performance Dimensions
 Task performance is defined as: 
1. Activity that perform raw materials into the goods and
services that are produced by the organization.
2. Activity that help with the transformation process by
refilling the supply of raw materials, distributing its
finished products, or providing important planning,
coordination, supervising, or staff functions that enable
it to function effectively and efficiently
Performance Dimensions
 Contextual performance: is defined as those
behaviors that contribute to the organization’s
effectiveness by providing a good environment in
which task performance can occur.  
1. Persisting with enthusiasm and exerting extra effort as
necessary to complete one’s own task activities
successfully.
2. Volunteering to carry out task activities that are not
formally part of job.
3. Helping and cooperating with others.
4. Following organizational rules and procedures.
5. Endorsing, supporting, defending organizational
objectives.
Approaches To Measuring Performance

 Three approaches to measure performance:

o Traits
o Behavior
o Results
1.Trait approach
 Emphasize the individual performer and ignores the specific situation,
behaviors, and results. If one adopts the trait approach, raters
evaluate relatively stable traits. These can include abilities, such as
cognitive abilities (which are not easily trainable) or personality
(which is not likely to change over time).
Approaches To Measuring Performance

2.Behavior approach
 This is basically a process-oriented approach that emphasizes how an
employee does the job. The behavior approach emphasizes what employees
do on the job and does not consider employees’ traits or the outcomes
resulting from their behaviors.
3.Results approach
 This is basically a bottom-line approach that is not concerned about
employee behaviors and processes but, instead, focuses on what is
produced (e.g., sales, number of accounts acquired, time spent with
clients on the telephone, number of errors).
 such as assembly-line work or newspaper delivery.