Performance measurement and management
11 important questions on Performance measurement and management
Job performance measurement
Objective measures of performance
-service duration
-utilization
-results
-production
-quality
proxy measures (objective data that are not directly associated with the task or function of the job. These are actually a poor substitute for relevant job data:
-absence
-safety record
-tardiness/timekeeping
Objective performance data are limited because they fail to tap into why some people perform better than others. For work psychoogists, the best way to establish fairly whether someone is performing at work is to examine behaviour at work.
Components of task performance
- Non-job-specific task performance: performance on tasks or assignments outside areas of core responsibility
- Higher grades + faster learning
- Never study anything twice
- 100% sure, 100% understanding
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Organizational citizenship behaviour (OCB)
Three dimensions of OCB
2. Organizational support (OCB-O): Defending and promoting it, expressing satisfaction and loyalty etc.
3. Conscientious Initiative: Persisting with extra effort despite difficult conditions. Taking initiative to do al that is necessary to accomplish objectives, developing own knowledge and skills etc.
Counterproductive work behaviours (CWB)
- Substance abuse at work
- Violence
- Lateness, absenteeism, social loafing and turnover
Improving rating scales and appraisal measures
- Training
- Forced distributions: whereby appraisers are forced to give 10 per cent the top rating, 10 per cent the bottom rating and so on.
- Multiple raters
- Behavioural scales: the rater changes from 'judge' to 'observer'
A model of performance management
Three important processes in this model:
- performance goal setting
- performance feedback
- performance management interventions
Tas complexity and performance and learning goals
Goal setting is likely to be most effective when managers understand and are attentive to:
- The mechanisms by which goals are achieved
- The moderators of the goals-performance relationship
- The satisfaction of individuals with the rewards they receive for achieving goals
Characteristics of effective feedback
-frequency
-specificty
-varifiability
-consistency
-privacy
-consequences
-description first, evaluation second
-performance as continuous
-pattern identification
-confidence in the employee
-advice and idea generation
The question on the page originate from the summary of the following study material:
- A unique study and practice tool
- Never study anything twice again
- Get the grades you hope for
- 100% sure, 100% understanding
