Herman Aguinis, University of Colorado at Denver

Defining Performance and

Choosing a Measurement Approach

Prof. Preeti BhaskarSymbiosis Centre for Management

Studies, NOIDA

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Herman Aguinis, University of Colorado at Denver

Defining Performance

Performance is:Behavior

(What employees do…)

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Performance is NOT:

Results or Outcomes

(What employees produce)

Herman Aguinis, University of Colorado at Denver

Characteristics of Behaviors

Evaluative• Negative• Neutral• Positive

Multidimensional• Many different

kinds of behaviors• Capacity to

Advance or hinder organizational goals

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Herman Aguinis, University of Colorado at Denver

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

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Performance =

Declarative Knowledge X Procedural Knowledge X Motivation

Herman Aguinis, University of Colorado at Denver

A. Declarative Knowledge

1.Information about• Facts • Labels• Principles• Goals

2. Understanding of task

requirements

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Herman Aguinis, University of Colorado at Denver

B. Procedural Knowledge

Knowing– What to do– How to do it

Skills– Cognitive– Physical– Psychomotor– Interpersonal

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C. Motivation

Choices of behavior

Expenditure of effort

Level of effort

Persistence of effort

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“I will go to work today”

“I will put in my best efforts at work “

versus “I will not try very hard”

“I will give up after a little while” versus “I will persist no matter

what “

e.g.

Herman Aguinis, University of Colorado at Denver

 Diagnosing the Causes for Poor PerformanceHeather works in the training department of a large information technology (IT) organization. She is in charge of designing and delivering interpersonal skills training, including communication skills, networking, and new manager training classes. Heather has excellent knowledge of how to design training class. She incorporates behavioral modeling and practice into all of her classes. She has also conducted research on what good communication consists of, how to network, and what new managers need to know to be successful. However, individuals who attend Heather’s training classes often give her low ratings, stating that she has a hard time answering specific questions in classes, and that she does not seem approachable after the classes when individuals want to ask questions

Herman Aguinis, University of Colorado at Denver

Questions:

1. You are Heather’s manager. In your opinion, what is causing Heather’s poor performance?Is it due to a deficiency in declarative knowledge or procedural knowledge?

2. What can be done to remedy the performance problem?

Herman Aguinis, University of Colorado at Denver

Implications for Addressing Performance Problems

Managers need information to accurately identify source(s) of performance problemsPerformance management systems must– Measure performance

AND– Provide information on SOURCE(s) of problems

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Herman Aguinis, University of Colorado at Denver

Factors Influencing Determinants of Performance:

Individual characteristics• Procedural

knowledge• Declarative

knowledge• Motivation

HR practices

Work environment Survivor Syndrome

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Herman Aguinis, University of Colorado at Denver

Performance Dimensions:Types of multi-dimensional behaviors:

Task performance

Contextual performance

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Activities that transform raw materials help with the transformation process

ReplenishingDistributingSupporting

Behaviors that contribute to organization’s effectiveness andprovide a good environment in which task performance can occur

Herman Aguinis, University of Colorado at Denver

Differences Between Task and Contextual Performance

TaskPerformance

• 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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Herman Aguinis, University of Colorado at Denver

Why Include Task & Contextual Performance Dimensions in PM system?

Global competition

Teamwork

Customer service

Supervisor views

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Herman Aguinis, University of Colorado at Denver

Approaches to Measuring Performance

• Emphasizes individual traits of employees

Trait Approach

• Emphasizes how employees do the job

Behavior Approach

• Emphasizes what employees produce

Results Approach

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Herman Aguinis, University of Colorado at Denver

Job Performance in Context

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A performer(individual or

team)

In a given situation

Engages in certain

behaviors

That produce various results

TRAIT BEHAVIOR RESULTS

Herman Aguinis, University of Colorado at Denver

Approaches to Measuring Performance

• Emphasizes how employees do the job

Behavior Approach

• Emphasizes what employees produce

Results Approach

• Emphasizes individual traits of employees

Trait Approach

Herman Aguinis, University of Colorado at Denver

Behavior Approach is Appropriate if-:

•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.

Herman Aguinis, University of Colorado at Denver

Advantages of Results Approach :

• 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

Herman Aguinis, University of Colorado at Denver

Trait Approach

• Evaluate stable traits• Cognitive abilities• Personality

Appropriate if

• Structural changes planned for organization

Disadvantages

• Improvement not under individual’s control• Trait may not lead to

• Desired behaviors or • Desired results

Herman Aguinis, University of Colorado at Denver

Thank You