Defining Performance and Choosing a Measurement Approach: Overview

Defining Performance Determinants of Performance Performance Dimensions Approaches to Measuring Performance

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Herman Aguinis, University of Colorado at Denver

Defining Performance
Performance is:
Behavior What employees do

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Herman Aguinis, University of Colorado at Denver

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

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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
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Behaviors are Not always

Observable Measurable

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Herman Aguinis, University of Colorado at Denver

Results/Consequences may be used

To infer behavior As proxy for behavioral measure

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Herman Aguinis, University of Colorado at Denver

Determinants of Performance
Performance =
Declarative Knowledge
X

Procedural Knowledge
X

Motivation
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A. Declarative Knowledge
Information about
Facts Labels Principles Goals

Understanding of task requirements

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B. Procedural Knowledge
Knowing
What to do How to do it

Skills
Cognitive Physical Perceptual Motor Interpersonal

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C. Motivation
Choices
Expenditure of effort Level of effort Persistence of effort

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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

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

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Performance Dimensions: Types of multi-dimensional behaviors:

Task performance Contextual performance
Pro-social 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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Herman Aguinis, University of Colorado at Denver

Contextual performance
Behaviors that
contribute to organizations effectiveness
and

provide a good environment in which task performance can occur

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Differences Between Task and Contextual Performance

Task Performance
Varies across jobs Likely to be role prescribed Influenced by
Abilities Skills

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

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Why Include Task & Contextual Performance Dimensions in PM system?

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

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Job Performance in Context

A performer (individual or team) Engages in certain behaviors

In a given situation

That produce various results

RESULTS

TRAIT

BEHAVIOR

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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

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Trait Approach
Emphasis on individual
Evaluate stable traits
Cognitive abilities Personality

Based on relationship between traits & performance

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Trait Approach (continued)

Appropriate if
Structural changes planned for organization

Disadvantages
Improvement not under individuals control Trait may not lead to
Desired behaviors or Desired results

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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 performers control

Not appropriate if
above conditions are not present
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Results Approach
Advantages:
Less time Lower cost Data appear objective

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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

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Herman Aguinis, University of Colorado at Denver