Human Resources Training &

Development

Chapter-5

Measuring results and Behavior

 Performance results!

A system that measures results effectively

must have the expected results of the policy
or intervention clearly defined, with indicators
to measure progress, and data to inform the
indicators.
 Performance results!

Measurement is the assignment of a

number to a characteristic of an object or
event, which can be compared with other
objects or events. The scope and application
of measurement are dependent on the
context and discipline. The scientific of
measurement is pursued in the field of
metrology.
 Performance results!

Performance Result means the outcomes

as measured by Cambium's financial
function for the applicable performance
measurement(s) in the Measurement Period.
Performance Result means the actual
amount of cumulative OCF in excess of
cumulative CAPEX actually achieved by the
Company over the measurement period.
 Performance management
measured
Performance measurement is a process
by which an organization monitors important
aspects of its programs, systems, and
processes. In practice, an organization sets
goals, looks at the actual data for
its performance measures, and acts on
results to improve the performance toward
achieve the goals.
 Effectiveness measured

Measures of Effectiveness(MOE) are measures

designed to correspond to accomplishment of
mission objectives and achievement of desired
results. They quantify the results to be obtained
by a system and may be expressed as
probabilities that the system will perform as
required.
How do you measure organizational
results

Measureming
results
 Employee Accountability and
Performance Metrics
SIMPLE method for employee accountability,
developed by Torben Rick:
•S = Set expectations
•I = Invite commitment
•M = Measure progress
•P = Provide feedback
•L = Link to consequences
•E = Evaluate effectiveness
Identifies five methods to avoid employee
disconnects:
•Clear expectations 
•Clear capability
•Clear measurement
•Clear feedback 
•Clear consequences
Employee accountability go wrong for four
main reasons

•The expectations are unrealistic.

•The metrics are not related to the role.
•The metrics are not measurable.
•No clear path to success.
Performance analysis
 Set accountibilities

Steps to effectively measure organizational

performance:
•Set goals vs. Outcomes
•Analyse objective and performance metrics
•Conducts employees reviews
•Provide frequent feedback
 Measure accountability

• Deadlines met
• Projects adhering to expected standards.
• Client acceptance rate of projects.
• Number of mistakes/revisions.
• Project adhering to allotted budget.
• Profitability rates per department.
• Client Referrals (Net Promoter score)
• Peer Reviews.
 Ask self to measure accountability

• We hold ourselves and our team members accountable for

results
• I know how my work contributes to the goals of
• I have a career plan in place that I am working towards 
• I seek opportunities to develop skills relevant to my interests
• I regularly (e.g., weekly) seek feedback from my manager
• I ask for the resources I need to ensure I can meet my goals 
• Our leaders are held accountable for company performance
 Determine the objective
Employee performance objectives and goals are
targets agreed between the employee and their
employer. Performance objectives are usually
designed to be 'SMART' –
•specific,
•measurable,
•achievable,
•relevant and
•time-bound
 Determine the objective
Employee performance objectives and goals are
targets agreed between the employee and their
employer. Performance objectives are usually
designed to be 'SMART' –
•specific,
•measurable,
•achievable,
•relevant and
•time-bound
 Determine the objective
The key also to having good all-round performance
is five performance objectives:
•quality,
•speed,
•dependability, 
•flexibility and
•cost.
Determinant of Performance
Standards
Performance Standards are the behaviour
and action to establishmento of the
organizational or system standards, that targets,
and set the goals to improve expected
satisfacory by the standards of regulatory based
on national, state, or scientific guidelines,
benchmarking against similar organizations.
 Cont..

In establishing performance standards,

there are four basic considerations:
strategic relevance, criterion deficiency,
criterion contamination, and reliability.
 Measuring behaviour

• Identify competenvies
• Identify indicators
• Choose measurement system
Measuring behaviour MARS model
 MARS model

In the MARS model, individual behavior is a

factor of motivation (M), ability (A), role
perceptions (R), and situational factors (S).
This model has been used to highlight how
the four factors directly influence a person's
voluntary behavior and the subsequent
outcome (McShane and Von Glinow, 2009)
 MARS, also known as model of  behavior,
individual are model used to understand on
what drivers can form an individual behavior
It consist of four factors which are
motivation, ability, role perceptions, and
support/situational factors)
 Identify competenvies

Measurement clusters known as KSA

•Knowledge
•Skill
•Abilities
If all these three are able apply equally
the results will be achieved.
 Types competenvies

• Differentiating
Distinguishing between superior and
average performers
• Threshold
.Needed to perform to minimum
standard
 Identify indicators

• Observable behaviours
• Used to measure extent to which
companies are present or not
Choose measurement system

• Comparative system
Compares employees with each others
• Absolute system
Compares employees with pre-specified
performanc standard
 Comparative system
• Simple rank order
• Alternative rank order
• Paired comparisons
• Forced distribution
 Advantage of comparative
system
• Easy explain
• Straightforward
• Better control of biases and error found
in absolute system
• Leniency
• Severity
• Central tendency
Disadvantage of comparative
system
• Ranking may not be specific enough
• Useful feedback
• Protection from legal challenge
• No information on relative distance
between employees
• Specific issues with force distribution
method
 Absolute systems

• Essays
• Behaviour checklists
• Critical incidents
• Graphic rating scales
 Performance behavior means that a
measurable connection is made between
result and the behavior that is required to
achieve that result. It specifies and
measures the behavior that is needed to
achieve the desired result.
 The 8 Behaviors of High-Performers

•Basic Skills
1) Job-specific competence 
2) General work competence.
•Managing Yourself
3) Personal effort 
4) Personal discipline 
 The 8 Behaviors of High-Performers

•Working with Others

5) Communication
6) Teamwork 
•Taking Action
7) Management
8) Leadership 
Measuring results and
Behavior
Possible conceptual frame work
THE END