Conflict Handling Styles

SAYM

PerformanceManagement_Ch04.pptx

Home >Applied Sciences homework help > Conflict Handling Styles

Part II: System Implementation

Chapter 4: Defining Performance and Choosing a Measurement Approach

Chapter 5: Measuring Results and Behaviors

Chapter 6: Performance Analytics

Chapter 7: Rolling Out the Performance Management System

4-1

Chapter 4 Defining Performance and Choosing a Measurement Approach

4-2

Overview

Defining Performance

Determinants of Performance

Performance Dimensions

Approaches to Measuring Performance

4-3

Company Spotlight

Sprint uses five core dimensions to define what successful performance looks like

Both task and contextual performance are measured

Includes:

Employees write behavioral examples of how they have performed on each dimension

Employees are evaluated not only on results, but also on how they are achieved through working with others

Defining Performance

Performance is:

Behaviors and actions

What employees do

4-5

Defining Performance

Performance is:

Results and Products

The outcome of employee behaviors

4-6

Defining Performance

4-7

Behaviors Labeled as Performance Are…

Evaluative

Negative

Neutral

Positive

Multidimensional

Many different kinds of behaviors

Advance or hinder organizational goals

4-8

Behaviors Are NOT Always…

Observable

Measurable

4-9

Results or Products May Be Used…

To infer behavior

As proxy for behavioral measure

4-10

Determinants of Performance

Performance =

Abilities and other traits

Knowledge and skills

Context

4-11

Determinants of Performance

4-12

Abilities and Other Traits

Cognitive Abilities

Personality

Stable Motivational Dispositions

Physical Characteristics and Abilities

4-13

Knowledge and Skills

Job-Related Knowledge

Skills, Attitudes and Malleable Motivational States

4-14

Declarative Knowledge

Information about

Facts

Labels

Principles

Goals

Understanding of task requirements

4-15

Procedural Knowledge

Knowing

What to do

How to do it

Skills

Cognitive

Physical

Perceptual

Motor

Interpersonal

4-16

Context

HR Policies and Procedures (e.g., compensation system)

Managerial and Peer Leadership

Organizational and National Culture

Issues about time and timing of performance

Resources and opportunities given to employees

4-17

Abilities and Other Traits, and Knowledge and Skills

Knowledge and Skills are more malleable (i.e., easier to change)

Individual differences that are easier to change through interventions are called “states”

4-18

Motivation

Choices

Expenditure of effort (”state” motivation)

Level of effort (“state” motivation)

Persistence of effort (stable trait)

Deliberate practice leads to excellence

4-19

Deliberate Practice

Approach performance with goal of getting better and better

Focus on performance

What is happening?

Why?

Seek feedback from expert sources

Build mental models of job, situation, and organization

Repeat first four steps on an ongoing basis

4-20

Deliberate Practice

https://www.youtube.com/watch?v=1-sjUoGO250

What are some of the tips to perform deliberate practice well?

What are some of the benefits of deliberate practice?

4-21

Context

HR policies and procedures

Managerial and peer leadership

Organizational and national culture

Time and timing of performance

Resources given to employees

4-22

Implications for Addressing Performance 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

4-23

Performance Dimensions: Types of Multidimensional Behaviors

Task performance

Contextual performance

Prosocial behaviors

Organizational citizenship

Counterproductive performance

Adaptive Performance

4-24

Task Performance

Activities that

Transform raw materials

Help with the transformation process

Replenishing

Distributing

Supporting

4-25

Contextual Performance

Behaviors that

Contribute to the organization’s effectiveness

AND

Provide a good environment in which task performance can occur

4-26

Differences Between Task 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

4-27

Why Include Task and Contextual Performance Dimensions in PM System?

Global competition

Customer service

Teamwork

Employee perceptions of PM

Supervisor views

Cultural differences

4-28

Voice Behavior

Behavior that emphasizes expression of constructive challenge with the goal to improve rather than merely criticize

Challenges the status quo in a positive way

Makes innovative suggestions for change

Recommends modifications to standard procedures

4-29

Counterproductive Performance

Behaviors and results that are voluntary

and violate organizational norms

Threaten well-being of the organization, its members, or both

4-30

Examples of counterproductive performance

Exaggerating hours worked

Gossiping about coworkers and one’s supervisor

Cyberloafing

Intentionally working slowly and carelessly

Staying out of sight to avoid work

4-31

Adaptive Performance

Related to an individual’s adaptability to changes

Be it in the organization and it’s goals,

in the requirements of the job,

or the overall work context

Becoming increasingly important due to rapid changes

4-32

Examples of adaptive performance

Handling emergencies

Solving problems creatively

Dealing with uncertain and unpredictable work situations

Demonstrating interpersonal adaptability

Demonstrating cultural adaptability

4-33

Approaches to Measuring Performance

Behavior Approach

Emphasizes how employees do the job

Results Approach

Emphasizes what employees produce

4-34

Behavior Approach

Appropriate if…

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

4-35

Company Spotlight

Dollar General uses a behavioral approach to measure performance

Identified behaviors that serve as indicators of underlying competencies

Behaviors are reviewed and utilized to encourage certain outcomes and provide

feedback and rewards to staff members

Results Approach

Advantages:

Less time

Lower cost

Data appear objective

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

4-37

Company Spotlight

Basecamp divides its employees workload into six-week work cycles containing 1-2 “big batch projects” and 4-8 “small batch projects”

Uses a results-approach to performance planning

Company focuses exclusively on getting the project done within 6 weeks and does not measure efficiency or compare actual to estimated costs

Team decides how to get the project done

4-38

Measuring Performance

https://www.youtube.com/watch?v=Jz8xBkQCpuE&amp=&t=48s

What kind of approach to measuring performance is used at Pfizer?

How is the focus on measuring performance based on patient figures different than sales figures? What are some of the benefits of this approach?

Is this an appropriate approach to measuring performance for Pfizer? Why or why not?

4-39

Quick Review

Defining Performance

Determinants of Performance

Performance Dimensions

Approaches to Measuring Performance

4-40

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.

1-41