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CHAPTER 4: DEFINING PERFORMANCE & CHOOSING A MEASUREMENT APPROACH -…
CHAPTER 4:
DEFINING PERFORMANCE & CHOOSING A MEASUREMENT APPROACH
4.3. Performance Dimensions
Task Performance
Varies across jobs
Likely to be role prescribed
Antecedents: abilities and skills
Contextual Performance
Fairly similar across jobs
Not likely to be role prescribed
Antecedent: personality
4.1. Defining performance
PM systems include measure of employees' behavior & result of their work
2 characteristics
Evaluative
:
behaviors can be judged as
negative, neutral, or positive for individual and organizational effectiveness
Multidimensional:
Many different kind of behavior have capacity to advance or hinder organizational goals
4.4 Approaches to measuring performance
4.4.2 Results Approach
Advantages:
Takes less time and is less expensive than tracking employees’ behavior
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.
4.4.3. Trait Approach
emphasizes the individual performer
Ignores the specific
situation, behaviors, and results
Challenges of implementing a system that emphasizes the
measurement of traits only
Traits are not under the control of individuals
=> employees feel unfair beacause they can't control
Individual possesses a certain trait (intelligence) does not mean that this trait will necessarily lead to desired results and behaviors.
)
4.4.1 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:
The above conditions are not present
4.2. Determinants
of performance
4.2.2. Factors Influencing
Determinants of Performance
Individual characteristics: Procedural Knowledge,
Declarative knowledge, Motivation
HR pratices
Work environment
Performance = Declarative Knowledge x Procedural Knowledge x Motivation
4.2.1. Implications for
Addressing Performance
Problems
Managers need information to accurately identify sources of performance performance problems
Performance management systems must: Measure performance and Provide information on sources of problems