Measuring Results and Behavior {Lecture Notes}
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The document discusses the measurement of results and behaviors in employee performance management, focusing on the identification of accountabilities, objectives, and performance standards. It outlines the characteristics of effective objectives and performance metrics, as well as approaches for measuring behaviors through competency identification and various measurement systems. Additionally, it analyzes the advantages and disadvantages of comparative and absolute measurement systems for evaluating employee performance.
Measuring Results and Behavior {Lecture Notes}
- 1. Herman Aguinis, University of Colorado at Denver Measuring Results and Behaviors:Measuring Results and Behaviors: OverviewOverview Measuring Results Measuring Behaviors
- 2. Herman Aguinis, University of Colorado at Denver Measuring Results: OverviewMeasuring Results: Overview • Accountabilities • Objectives • Performance Standards
- 3. Herman Aguinis, University of Colorado at Denver Key questionsKey questions • Where should each individual focus efforts? • What are the expected objectives? • How do we know how well the results were achieved?
- 4. Herman Aguinis, University of Colorado at Denver AccountabilitiesAccountabilities Broad areas of a job for which employee is responsible for producing results
- 5. Herman Aguinis, University of Colorado at Denver ObjectivesObjectives Statements of important and measurable outcomes
- 6. Herman Aguinis, University of Colorado at Denver Performance StandardsPerformance Standards Yardstick used to evaluate how well employees have achieved objectives
- 7. Herman Aguinis, University of Colorado at Denver Determining AccountabilitiesDetermining Accountabilities Collect information about job (Job Description) Determine importance of task or cluster of tasks • % of employee’s time spent performing task • Impact on unit’s mission if performed inadequately • Consequences of error
- 8. Herman Aguinis, University of Colorado at Denver Determining ObjectivesDetermining Objectives • Purpose: to identify – Outcomes • Limited number • Highly important – When achieved • dramatic impact on overall organization success
- 9. Herman Aguinis, University of Colorado at Denver Characteristics of Good ObjectivesCharacteristics of Good Objectives • Specific and Clear • Challenging • Agreed Upon • Significant • Prioritized • Bound by Time • Achievable • Fully Communicated • Flexible • Limited in Number
- 10. Herman Aguinis, University of Colorado at Denver Determining Performance StandardsDetermining Performance Standards Standards refer to aspects of performance objectives, such as: • Quality – How well the objective is achieved • Quantity – How much, how many, how often, at what cost • Time – Due dates, schedule, cycle times, how quickly
- 11. Herman Aguinis, University of Colorado at Denver Standards must include:Standards must include: • A verb • The desired result • A due date • Some type of indicator – Quality and/or – Quantity
- 12. Herman Aguinis, University of Colorado at Denver Characteristics ofCharacteristics of Good Performance StandardsGood Performance Standards • Related to Position • Concrete, Specific, Measurable • Practical to Measure • Meaningful • Realistic and Achievable • Reviewed Regularly
- 13. Herman Aguinis, University of Colorado at Denver Measuring Behaviors: OverviewMeasuring Behaviors: Overview • Identify competencies • Identify indicators • Choose measurement system
- 14. Herman Aguinis, University of Colorado at Denver Identify CompetenciesIdentify Competencies Measurable clusters of KSAs – Knowledges – Skills – Abilities That are critical in determining how results will be achieved
- 15. Herman Aguinis, University of Colorado at Denver Types of CompetenciesTypes of Competencies • Differentiating – Distinguish between superior and average performance • Threshold – Needed to perform to minimum standard
- 16. Herman Aguinis, University of Colorado at Denver Identify IndicatorsIdentify Indicators Observable behaviors Used to measure extent to which competencies are present – or not
- 17. Herman Aguinis, University of Colorado at Denver Necessary Components forNecessary Components for Describing CompetenciesDescribing Competencies • Definition • Description of specific behaviors – When competency demonstrated – When competency not demonstrated • Suggestions for developing the competency
- 18. Herman Aguinis, University of Colorado at Denver Choose Measurement SystemChoose Measurement System • Comparative system – Compares employees with each other • Absolute system – Compares employees with pre-specified performance standard
- 19. Herman Aguinis, University of Colorado at Denver Comparative SystemsComparative Systems • Simple rank order • Alternation rank order • Paired comparisons • Forced distribution
- 20. Herman Aguinis, University of Colorado at Denver Advantages of Comparative SystemsAdvantages of Comparative Systems • Easy to explain • Straightforward • Better control for biases and errors found in absolute systems – Leniency – Severity – Central tendency
- 21. Herman Aguinis, University of Colorado at Denver Disadvantages of Comparative SystemsDisadvantages of Comparative Systems • Rankings may not be specific enough for – Useful feedback – Protection from legal challenge • No information on relative distance between employees • Specific issues with forced distribution method
- 22. Herman Aguinis, University of Colorado at Denver Absolute SystemsAbsolute Systems • Essays • Behavior checklists • Critical incidents • Graphic rating scales
- 23. Herman Aguinis, University of Colorado at Denver EssaysEssays • Advantage: – Potential to provide detailed feedback • Disadvantages: – Unstructured and may lack detail – Depends on supervisor writing skill – Lack of quantitative information; difficult to use in personnel decisions
- 24. Herman Aguinis, University of Colorado at Denver Behavior checklistsBehavior checklists • Advantage: – Easy to use and understand • Disadvantage: – Scale points used are often arbitrary – Difficult to get detailed and useful feedback
- 25. Herman Aguinis, University of Colorado at Denver Critical incidentsCritical incidents Two kinds of measurement – Report of specific employee behavior • Allows focus on specific behavior • Very time-consuming – Examples of behavior illustrative of core competencies • Easier to use • Describes behavior desired
- 26. Herman Aguinis, University of Colorado at Denver Graphic rating scalesGraphic rating scales • Clear meaning for each response category • Consistent interpretation by outside readers • Supervisor and employee should have same understanding of rating
- 27. Herman Aguinis, University of Colorado at Denver Graphic rating scales:Graphic rating scales: BARS improvementBARS improvement • Behaviorally Anchored Rating Scales (BARS) – Use critical incidents as anchors – Involves multiple groups of employees in development • Identify important job elements • Describe critical incidents at various levels of performance • Check for inter-rater reliability
- 28. Herman Aguinis, University of Colorado at Denver Measuring PerformanceMeasuring Performance • Several types of methods • Differ in terms of: – Practicality (time and effort) – Usefulness (quantifiable)
- 29. Herman Aguinis, University of Colorado at Denver SummarySummary • Measuring Results – Identify accountabilities – Set objectives – Determine standards of performance • Measuring Behaviors – Identify competencies – Identify indicators – Choose measurement system