MODULE 3 PM

We earlier learned that performance management systems usually include both what an employee does (behaviors) and the outcomes of an employee's behavior (results). But we have to separate these two to define performance.

Performance is only about behavior or what employees do, and not about the outcomes of their work. Because not all behaviors are observable or measurable, performance management systems often include measures of results or consequences that we infer are the direct result of employees' behaviors.

• TRUE

• FALSE

Behaviors can be judged as negative, neutral, or positive for individual and organizational effectiveness.

There are many different kinds of behaviors that have the capacity to advance (or hinder) organizational goals.

Why are individuals not equal in terms of performance? A combination of three factors answers this question.

1. This is the information about facts and things, including information regarding a given task's requirements, labels, principles and goals.

Why are individuals not equal in terms of performance? A combination of three factors answers this question.

2. This is the combination of knowing what to do and how to do it; it includes cognitive, physical, perceptual, motor, and interpersonal skills.

Why are individuals not equal in terms of performance? A combination of three factors answers this question.

3. It includes 3 types of choice behaviors: (1) the choice to expend effort, (2) choice of level of effort, and (3) choice to persist in the expenditure of that level of effort.

APPROACHES AND ISSUES TO MANAGING PERFORMANCE

Individuals who have achieved top level of performance in their fields have one thing in common: deliberate practice. Deliberate practice involves the following:

• 1. 1. Approach performance with the goal of getting better and better.

• 2. 2. As you are performing, focus on what is happening and why you are doing

  things the way you do.

• 3. 3. Once your task is finished, seek performance feedback from expert sources,

  and the more sources, the better.

• 4. 4. Build mental models of your job, your situation, and your organization.

• 5. 5. Repeat steps 1-4 continually and on an ongoing basis.

APPROACHES TO MEASURING PERFORMANCE

emphasizes what employees do on the job and does not consider employees' traits or the outcomes resulting from their behaviors. This is a process-oriented approach that emphasizes how an employee does the job.

This approach is most appropriate under the following circumstances:

• 1.The link between behaviors and results is not obvious.

• 2.Outcomes occur in the distant future.

3.Poor results are due to causes beyond the performer's control.

APPROACHES TO MEASURING PERFORMANCE

This is a bottom-line approach that is not concerned about employee behaviors and processes but instead focuses on what is produced.

This approach is most appropriate under the following circumstances:

1. 1. Workers are skilled in the needed behaviors.

   2. 2. Behaviors and results are obviously related.

   3. 3. Results show consistent improvement over time.

   4. 4. There are many ways to do the job right.

APPROACHES TO MEASURING PERFORMANCE

This approach emphasizes the individual performer and ignores specific situation, behaviors, and results. It includes cognitive abilities (which are not easily trainable) or personality (which is not likely to change over time.