Dr Bhavana Adhikari

Defining Performance Determinants of Performance Performance Dimensions Approaches to Measuring Performance

Performance is:

Behavior What employees do

Performance is NOT: Results or Outcomes What employees produce

1.

Evaluative

Negative Neutral Positive Many different kinds of behaviors Advance or hinder organizational goals

2.

Multidimensional

 Observable
Measurable

 To

infer behavior As proxy for behavioral measure

Performance =
Declarative Knowledge
X

Procedural Knowledge
X

Motivation

Information about

Facts Labels Principles Goals

Understanding of task requirements

Knowing what to do and how to do

cognitive skills physical skills perceptual skills motor skills interpersonal skills

Willingness to perform Three choices of behaviour

Choice to expend effort /perform( Ill go to work today) Choice of level of effort (Ill work hard) Choice to persist in that level of effort ( Ill continue to work hard)

Performance

= Declarative knowledge X Procedural knowledge X Motivation

(If one of the above is zero, performance becomes zer0)

In

addition HR practices Work environment can also affect performance

Individual characteristics
Procedural knowledge Declarative knowledge Motivation

HR practices Work environment

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

Task Performance

Contextual performance

Activities

that transform raw materials into goods and services Activities that help with the transformation process by replenishing the supply of raw material, distributing finished products etc.

Behaviours

that contribute to organisational effectiveness by providing a good environment in which task perf can occur Includes

Showing enthusiasm and exerting extra effort (ex being punctual)

Volunteering to carry out task activities that are not formally a part of the job (ex making constructive suggestions) Helping and cooperating with others (ex assisting coworkers) Following organ rules and procedures (ex showing respect for authority) Endorsing supporting and defending orgn objectives (ex organisational loyalty)

Task Performance

Contextual Performance

Varies across jobs Likely to be role prescribed Influenced by

Abilities Skills

Fairly similar across jobs Not likely to be role prescribed Influenced by

Personality

Both performances important Need to be considered in PMS

1.
2. 3. 4.

Global competition (raising the level of effort required by employees) Teamwork ( shift towards teams to perform specific tasks) Customer service (Contextual dimensions have a profound effect on customers) Supervisor views (difficult for supervisors to completely avoid considering contextual performance)

A performer (individual or team)

In a given situation

Engages in certain behaviors

That produce various results

RESULTS

TRAIT

BEHAVIOR

Trait Approach

Emphasizes individual traits of employees Emphasizes how employees do the job Emphasizes what employees produce

Behavior Approach

Results Approach

Emphasises on the person , ignores the situation, behaviour and results Raters evaluate stable traits Cognitive abilities and personality Based on relationship between traits & performance Not a very popular method

Appropriate if

Disadvantages

Structural changes planned for organization resulting in reallocation of employees

Improvement not under individuals control-Traits are relatively stable and employees are unable to change them even if they put in effort. Thus employees feel it is unfair to have a system based on traits Trait may not lead to
Desired behaviors or Desired results

Emphasises what employees do on the job Ignores traits or outcomes resulting from behaviours Process oriented approach How an employee does a job

Appropriate if
Employees

Not appropriate if

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 performers control

above conditions are not present

Emphasises the outcomes and results Does not consider the traits or the behaviour Basically a bottom line aproach

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

Prentice Hall, Inc. 2006