Performance

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

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

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

4. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006
Behaviors labeled as Performance are:Behaviors labeled as Performance are:
1. Evaluative
– Negative
– Neutral
– Positive
1. Multidimensional
– Many different kinds of behaviors
– Advance or hinder organizational goals

5. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006
Behaviors are Not alwaysBehaviors are Not always
– Observable
– Measurable

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

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

8. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006
A. Declarative KnowledgeA. Declarative Knowledge
• Information about
– Facts
– Labels
– Principles
– Goals
• Understanding of task requirements

9. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006
B. Procedural KnowledgeB. Procedural Knowledge
• Knowing
– What to do
– How to do it
• Skills
– Cognitive
– Physical
– Perceptual
– Motor
– Interpersonal

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

11. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006
Implications for AddressingImplications for Addressing
Performance ProblemsPerformance 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

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

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

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

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

16. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006
Differences BetweenDifferences Between
Task and Contextual PerformanceTask 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

17. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006
Why Include Task & ContextualWhy Include Task & Contextual
Performance Dimensions in PM system?Performance Dimensions in PM system?
1. Global competition
2. Teamwork
3. Customer service
4. Supervisor views

18. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006
Job Performance in ContextJob Performance in Context
A performer
(individual or
team)
In a given
situation
Engages in
certain
behaviors
That
produce
various
results
TRAIT BEHAVIOR RESULTS

19. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006
Approaches to Measuring PerformanceApproaches to Measuring Performance
• Trait Approach
– Emphasizes individual traits of employees
• Behavior Approach
– Emphasizes how employees do the job
• Results Approach
– Emphasizes what employees produce

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

21. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006
Trait Approach (continued)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

22. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006
Behavior ApproachBehavior 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

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

24. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006
Results Approach (continued)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