Defining Performance and Choosing a

Measurement Approach: Overview

Defining Performance
Determinants of Performance
Performance Dimensions
Approaches to Measuring Performance

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Defining Performance

Performance is:
• Behavior
• What employees do

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Defining Performance

Performance is NOT:
• Results or Outcomes
• What employees produce

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Behaviors labeled as Performance are:

1. Evaluative
– Negative
– Neutral
– Positive
2. Multidimensional
– Many different kinds of behaviors
– 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

Performance =
Declarative Knowledge
X

Procedural Knowledge
X

Motivation

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 A. Declarative Knowledge
• Information about
– Facts
– Labels
– Principles
– Goals
• Understanding of task requirements

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 B. Procedural Knowledge

• Knowing • Skills
– What to do – Cognitive
– How to do it – Physical
– Perceptual
– Motor
– Interpersonal

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 C. Motivation

• Choices
– Expenditure of effort
– Level of effort
– Persistence of effort

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 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

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

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Performance Dimensions:
Types of multi-dimensional behaviors:

• Task performance
• Contextual performance
– Pro-social behaviors
– Organizational citizenship

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Task performance

Activities that
• transform raw materials
• help with the transformation process
– Replenishing
– Distributing
– Supporting

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Contextual performance
Behaviors that
• contribute to organization’s effectiveness
and
• provide a good environment in which task
performance can occur

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Differences Between
Task and Contextual Performance
• Task Performance • Contextual Performance
• Varies across jobs • Fairly similar across jobs
• Likely to be role • Not likely to be role
prescribed prescribed
• Influenced by • Influenced by
• Abilities • Personality
• Skills

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Why Include Task & Contextual
Performance Dimensions in PM system?

1. Global competition
2. Teamwork
3. Customer service
4. Supervisor views

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Job Performance in Context

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

TRAIT BEHAVIOR RESULTS

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Approaches to Measuring Performance

• Trait Approach
– Emphasizes individual traits of employees
• Behavior Approach
– Emphasizes how employees do the job
• Results Approach
– Emphasizes what employees produce

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Trait Approach

• Emphasis on individual
• Evaluate stable traits
• Cognitive abilities
• Personality
• Based on relationship between
traits & performance

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Trait Approach (continued)

• Appropriate if
• Structural changes planned for organization
• Disadvantages
• Improvement not under individual’s control
• Trait may not lead to
• Desired behaviors or
• Desired results

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 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

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Results Approach
Advantages:
• Less time
• Lower cost
• Data appear objective

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver

 Results Approach (continued)

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

Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver