Performance

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Performance
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Outline

• Performance
• Task
• OCB
• Counterproductive

• Performance Management
• Purposes
• Measurement
• Problems and Errors
• Providing Feedback

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Performance
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Discussion Question

• How do we typically define job performance?
• How do we typically measure it?

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Class Model
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A Multi-Dimensional Approach to Performance
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Task Performance

• Task performance includes employee behaviors that
  are directly involved in the transformation of
  organizational resources into the goods or
  services that the organization produces.
• Tasks, duties, and responsibilities that are a
  core part of the job
• Set of explicit obligations that an employee must
  fulfill to receive compensation and continued
  employment

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Discussion Question

• What are some examples of task performance?

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Organizational Citizenship Behavior (OCB)

• Organizational citizenship behavior is defined as
  voluntary employee activities that may or may not
  be rewarded but that contribute to the
  organization by improving the overall quality of
  the setting in which work takes place.
• Engaging in behaviors beyond ones job
  description to help the organization.

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Discussion Question

• Based on Bolino Turnley (2003), what would
  motivate an employee to engage in OCB?
• What are some management difficulties (or
  pitfalls) associated with employee OCB?

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Counterproductive Work Behavior

• Counterproductive work behavior is defined as
  employee behaviors that intentionally hinder
  organizational goal accomplishment

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Quick Quiz

• What percentage of all employees engage in theft?
• What percentage of employees admitted to cutting
  corners on quality control, covering up
  incidents, abusing or lying about sick days,
  lying or deceiving customers, cheating on expense
  accounts, any paying or accepting kickbacks?

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Types of Counterproductive Work Behaviors
Organizational
Interpersonal
Minor
Serious
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Discussion Question

• What factors influence the display of
  counterproductive work behavior?
• What are some of the costs to the organization?

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Discussion Question

• Can you think of someone in sports with high task
  performance but low OCB and high
  counterproductive behavior?
• How about our friend T.O?

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Terrell Owens

• Wide Receiver, Dallas Cowboys
• 5 consecutive seasons with 1000 yards (SF,
  Philadelphia)
• In 2004, led Eagles and league in 2004 with 14
  TDs, 77 receptions, 1200 yards
• Broke his leg in November returned to make 9
  receptions in Super Bowl

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Terrell Owens

• 2004 and early 2005 Inappropriate celebrations
  pre-game promotions, whining, and public
  expression of threats and demands to management.
• Pre-season 2005 Lobbied for new contract (one
  year after a 7-year, 49million contract was
  signed).
• Early 2005 In separate interviews
• Said he would not have signed with Eagles
• Wore rival Cowboys jersey
• Complained about playing time (league leader in
  catches)
• Said the team would be undefeated with a
  different QB
• Criticized the class and integrity of management
• November 5, 2005 Eagles suspend Owens for
  conduct detrimental to the team.
• November 7, 2005 Eagles announced that Owens
  will not return this season .

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Performance Management
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Quick Comic
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Quick Comic
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Discussion Questions

• Have you received a performance appraisal at your
  job?
• Did you feel good about the process? Why or why
  not?

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Discussion Questions

• What is the ultimate goal of a performance
  appraisal?
• What percentage of performance appraisals are
  effective?

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Measurement Methods

• Traits
• Behaviors
• Results
• Disclaimer Well go through this quickly!

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Traits Measure
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Behaviors Measure
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Results Measures

• Productivity
• How much do you get done?
• Management by objectives (MBO)
• A philosophy of management that rates performance
  on the basis of employee achievement of goals set
  by mutual agreement of employee and manager.
• Key MBO ideas
• Employee involvement creates higher levels of
  commitment and performance.
• Encourages employees to work effectively toward
  achieving desired results.
• Performance measures should be measurable and
  should define results.

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Discussion Question

• Which of these three approaches would you like to
  be used in your own performance appraisal at
  work?
• Which one do you think is most effective?

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Summary of Appraisal Methods
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Introduction to Appraisal Problems

• Rate the following movies on a scale of 1 (poor)
  to 5 (outstanding)
• Karate Kid I
• Back to the Future I
• Ferris Buellers Day Off
• Breakfast Club
• Pretty in Pink

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Common Appraisal Problems

• Inadequate preparation on the part of the
  manager.
• Employee is not given clear objectives at the
  beginning of performance period.
• Manager may not be able to observe performance or
  have all the information.

• Inconsistency in ratings among supervisors or
  other raters.
• Performance standards may not be clear.
• Rating personality rather than performance.

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Common Appraisal Problems (Ctd.)

• Inappropriate time span (either too short or too
  long).
• Overemphasis on uncharacteristic performance.
• Subjective or vague language in written
  appraisals.

• Organizational politics or personal relationships
  cloud judgments.
• No thorough discussion of causes of performance
  problems.
• Manager may not be trained at evaluation or
  giving feedback.
• No follow-up and coaching after the evaluation.

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Discussion Question

• Why are performance appraisals often high even
  when performance is not up to par?

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Common Rating Errors

• Halo/horn
• Overly focusing on specific performance ratings
  or stereotyping employee by a single personal
  characteristic.
• Leniency
• Rating all employees higher than they should be.
• Strictness
• Rating all employees lower that they should be.
• Central tendency
• Rating all employees as average when individual
  employee performance actually varies.

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Common Rating Errors (Ctd.)

• Primacy
• Using initial information that supports the
  rating decision while ignoring later information
  does not.
• Recency
• Basing the rating decision primarily on the most
  recent performance information while placing much
  less emphasis on past performance.
• Contrast effects
• Comparing one employee to another rather than
  applying a common standard to all employees.

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Quick Comic
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Oliver
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Quick Comic
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Quick Comic
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Providing Feedback

• Issues to consider when providing feedback
• Differing perspectives
• Timing
• Preparation
• Content of the discussion
• Follow-up

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Discussion Questions

• Why is it so difficult to provide feedback?
• How can you provide negative feedback that leads
  to motivation rather than withdrawal?

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Providing Feedback (Ctd.)

• Differing perspectives
• Combining evaluative and developmental goals
• Need to be candid and protect employees
  self-esteem
• Self-serving employee attributions that interfere
  with performance improvement
• Discounting role of external forces in good
  performance
• Over-emphasizing external effects in poor
  performance

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Providing Feedback (Ctd.)

• Timing
• Providing immediate feedback is most useful
• Giving only as much information as the receiver
  can use
• Preparation
• Scheduling feedback sessions in advance
• Clarifying purpose and content of meeting
• Giving both participants time to prepare

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Providing Feedback (Ctd.)

• Content of the discussion The problem-solving
  approach
• Diagnosis Seek to understand the factors that
  affect performance.
• Roadblocks Seek agreement with the employee on
  an action plan to address issues such as
• Lack of resources
• Need for additional information and training
• Improving ongoing communications and feedback
• Mutual goal setting Employee participation
  increases employee acceptance of goals.

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Follow-Up to the Feedback Session

• Positive reinforcement
• Use of positive rewards to increase occurrence of
  desired performance
• People perform in ways that they find most
  rewarding
• By providing proper rewards, it is possible to
  improve performance
• Punishment
• Decreases frequency of undesired behavior
• Gets immediate results and has vicarious power
• Can have undesirable side effectsemployee anger
  and contingent bad behavior

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Take-Home Points

• Performance is multi-dimensional
• Appraising performance is difficult and if biases
  are not eliminated feedback can actually hurt
  performance

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Organizational Commitment
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Outline

• Organizational Commitment
• Affective
• Continuance
• Normative
• Withdrawal Behaviors
• Psychological
• Physical

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Quick Comic
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Quick Comic
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Organizational Commitment

• Organizational commitment is defined as the
  desire on the part of an employee to remain a
  member of an organization.
• Focus of commitment
• Organization
• Top management
• Group/team
• Supervisor

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Class Model
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Quick Facts

• The majority of employees (75) employees are
  looking for a new job
• 43 of these were looking for more money
• 35 were reacting to dissatisfaction at their
  current employer
• Need a larger talent pool
• Only 25 of largest 500 companies are confident
  that their current talent pool is sufficient

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What Outcomes Are Associated With Commitment?

• Commitment is related to the following outcomes
• Performance ()
• OCB ()
• Turnover (-)
• Withdrawal behaviors (-)

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Discussion Question

• Have you ever worked for an organization that you
  felt extremely committed to? Why?

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Discussion Question

• Do you think organizational commitment has
  increased or decreased in recent years? Why?

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Three Types of Commitment

• Affective
• A desire to remain a member of an organization
  due to an emotional attachment to, and
  involvement with, the organization.
• Staying because you want to.
• Continuance
• A desire to remain a member of an organization
  because of an awareness of the costs associated
  with leaving it.
• Staying because you need to.
• Normative
• A desire to remain a member of an organization
  due to a feeling of obligation.
• Staying because you ought to.

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Discussion Questions

• From a managers perspective, which type of
  commitment do you think is most important? Why?

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Withdrawal Behaviors

• Withdrawal behaviors are defined as a set of
  actions that employees perform to avoid the work
  situationbehaviors that may eventually culminate
  in quitting the organization.

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Psychological Withdrawal

• Daydreaming
• Looking busy
• Cyberloafing
• Socializing
• Moonlighting

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Quick Facts

• A recent Gallup poll revealed that 70 of
  employees feel disengaged at work
• A recent survey of more than 3,000 employees from
  750 organizations revealed that 40 of their work
  day is spent responding to personal e-mail or
  surfing the Web
• In 2003, cyberloafing cost the U.S. economy 250
  billion in lost productivity

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Physical Withdrawal

• Long breaks
• Missing meetings
• Tardiness
• Absenteeism
• Quitting

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Quick Fact

• It costs .5 times the annual salary benefits to
  replace an hourly worker
• It costs 1.5 times the annual salary benefits
  to replace a salaried worker
• It costs 5 times the annual salary benefits to
  replace an executive

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Discussion Questions

• What does Dessler (1999) suggest to improve
  commitment (and by extension reduce withdrawal
  behaviors)?

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Take-Home Points

• Commitment is multi-dimensional
• Commitment is associated with a variety of
  negative outcomes (e.g., withdrawal behaviors)
• There are a number of things managers can do to
  increase commitment