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Defining Performance
Performance is:
Behavior What employees do
Defining Performance
Performance is NOT: Results or Outcomes What employees produce
2. Multidimensional
Many different kinds of behaviors Advance or hinder organizational goals
Prentice Hall, Inc. 2006
Herman Aguinis, University of Colorado at Denver
Determinants of Performance
Performance =
Declarative Knowledge
X
Procedural Knowledge
X
Motivation
Prentice Hall, Inc. 2006
Herman Aguinis, University of Colorado at Denver
A. Declarative Knowledge
Information about
Facts Labels Principles Goals
B. Procedural Knowledge
Knowing
What to do How to do it
Skills
Cognitive Physical Perceptual Motor Interpersonal
C. Motivation
Choices
Expenditure of effort Level of effort Persistence of effort
Task performance
Activities that
transform raw materials help with the transformation process
Replenishing Distributing Supporting
Contextual performance
Behaviors that
contribute to organizations effectiveness
and
Contextual Performance
Fairly similar across jobs Not likely to be role prescribed Influenced by
Personality
In a given situation
TRAIT
BEHAVIOR
Behavior Approach
Emphasizes how employees do the job
Results Approach
Emphasizes what employees produce
Trait Approach
Emphasis on individual
Evaluate stable traits
Cognitive abilities Personality
Disadvantages
Improvement not under individuals control Trait may not lead to
Desired behaviors or Desired results
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 performers control
Not appropriate if
above conditions are not present
Prentice Hall, Inc. 2006
Herman Aguinis, University of Colorado at Denver
Results Approach
Advantages:
Less time Lower cost Data appear objective