1. Defining Performance and Choosing a
Measurement Approach: Overview
Defining Performance
Determinants of Performance
Performance Dimensions
Approaches to Measuring Performance
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver

2. Defining Performance
Performance is:
• Behavior
• What employees do
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver

3. Defining Performance
Performance is NOT:
• Results or Outcomes
• What employees produce
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver

4. Behaviors labeled as Performance are:
1. Evaluative
– Negative
– Neutral
– Positive
1. Multidimensional
– Many different kinds of behaviors
– Advance or hinder organizational goals
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Herman Aguinis, University of Colorado at Denver

5. Behaviors are Not always
– Observable
– Measurable
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Herman Aguinis, University of Colorado at Denver

6. Results/Consequences may be used
– To infer behavior
– As proxy for behavioral measure
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver

7. Determinants of Performance
Performance =
Declarative Knowledge
X
Procedural Knowledge
X
Motivation
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver

8. A. Declarative Knowledge
• Information about
–
–
–
–
Facts
Labels
Principles
Goals
• Understanding of task requirements
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Herman Aguinis, University of Colorado at Denver

9. B. Procedural Knowledge
• Knowing
– What to do
– How to do it
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• Skills
–
–
–
–
–
Cognitive
Physical
Perceptual
Motor
Interpersonal
Herman Aguinis, University of Colorado at Denver

10. C. Motivation
• Choices
– Expenditure of effort
– Level of effort
– Persistence of effort
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver

11. 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

12. Factors Influencing Determinants of
Performance:
• Individual characteristics
– Procedural knowledge
– Declarative knowledge
– Motivation
• HR practices
• Work environment
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver

13. Performance Dimensions:
Types of multi-dimensional behaviors:
• Task performance
• Contextual performance
– Pro-social behaviors
– Organizational citizenship
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver

14. Task performance
Activities that
• transform raw materials
• help with the transformation process
– Replenishing
– Distributing
– Supporting
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver

15. Contextual performance
Behaviors that
• contribute to organization’s effectiveness
and
• provide a good environment in which task
performance can occur
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver

16. Differences Between
Task and Contextual Performance
• Task Performance
• Varies across jobs
• Likely to be role
prescribed
• Influenced by
• Abilities
• Skills
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• Contextual Performance
• Fairly similar across jobs
• Not likely to be role
prescribed
• Influenced by
• Personality
Herman Aguinis, University of Colorado at Denver

17. Why Include Task & Contextual
Performance Dimensions in PM system?
1.
2.
3.
4.
Global competition
Teamwork
Customer service
Supervisor views
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Herman Aguinis, University of Colorado at Denver

18. Job Performance in Context
A performer
(individual or
team)
TRAIT
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In a given
situation
Engages in
certain
behaviors
That
produce
various
results
BEHAVIOR
RESULTS
Herman Aguinis, University of Colorado at Denver

19. 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
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver

20. Trait Approach
• Emphasis on individual
• Evaluate stable traits
• Cognitive abilities
• Personality
• Based on relationship between
traits & performance
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver

21. Trait Approach (continued)
• Appropriate if
• Structural changes planned for organization
• Disadvantages
• Improvement not under individual’s control
• Trait may not lead to
• Desired behaviors or
• Desired results
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver

22. 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
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver

23. Results Approach
Advantages:
• Less time
• Lower cost
• Data appear objective
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver

24. 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
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver