Chapter 4

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

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 Defining Performance

Performance is:
 Behavior
 What employees do

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 Defining Performance

Performance is NOT:
 Results or outcomes
 What employees produce

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 Behaviors Labeled as
Performance Are…
Evaluative
 Negative
 Neutral
 Positive
Multidimensional
 Many different kinds of behaviors
 Advance or hinder organizational
goals
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Behaviors Are NOT Always…

• Observable
• Measurable

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Results/Consequences May Be
Used…

• To infer behavior
• As proxy for behavioral
measure

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Determinants of Performance

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

 Choices
• Expenditure of effort
• Level of effort
• Persistence of effort

 Deliberate practice leads to

excellence

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 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

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 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

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 Factors Influencing
Determinants of Performance
 Individual characteristics
• Procedural knowledge
• Declarative knowledge
• Motivation
 HR practices
 Work environment

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 Performance Dimensions:
Types of Multidimensional
Behaviors
 Task performance
 Contextual performance
• Prosocial behaviors
• Organizational citizenship

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 Task Performance

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

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 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
• Influenced by
 Abilities
 Personality
 Skills
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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
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 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
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 Job Performance in Context

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

TRAIT BEHAVIOR RESULTS

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

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publishing as Prentice Hall
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