Measuring Results and Behaviors: Overview

Measuring Results Measuring Behaviors

Prentice Hall, Inc. 2006

Herman Aguinis, University of Colorado at Denver

Measuring Results: Overview

Accountabilities Objectives Performance Standards

Prentice Hall, Inc. 2006

Herman Aguinis, University of Colorado at Denver

Key questions
Where should each individual focus efforts? What are the expected objectives? How do we know how well the results were achieved?

Prentice Hall, Inc. 2006

Herman Aguinis, University of Colorado at Denver

Accountabilities
Broad areas of a job for which employee is responsible for producing results

Prentice Hall, Inc. 2006

Herman Aguinis, University of Colorado at Denver

Objectives
Statements of important and measurable outcomes

Prentice Hall, Inc. 2006

Herman Aguinis, University of Colorado at Denver

Performance Standards
Yardstick used to evaluate how well employees have achieved objectives

Prentice Hall, Inc. 2006

Herman Aguinis, University of Colorado at Denver

Determining Accountabilities
Collect information about job (Job Description) Determine importance of task or cluster of tasks
% of employees time spent performing task Impact on units mission if performed inadequately Consequences of error

Prentice Hall, Inc. 2006

Herman Aguinis, University of Colorado at Denver

Determining Objectives
Purpose: to identify
Outcomes
Limited number Highly important

When achieved
dramatic impact on overall organization success

Prentice Hall, Inc. 2006

Herman Aguinis, University of Colorado at Denver

Characteristics of Good Objectives

Specific and Clear Challenging Agreed Upon Significant Prioritized Bound by Time Achievable Fully Communicated Flexible Limited in Number

Prentice Hall, Inc. 2006

Herman Aguinis, University of Colorado at Denver

Determining Performance Standards

Standards refer to aspects of performance objectives,
such as: Quality
Quantity
How much, how many, how often, at what cost How well the objective is achieved

Time
Due dates, schedule, cycle times, how quickly

Prentice Hall, Inc. 2006

Herman Aguinis, University of Colorado at Denver

Standards must include:

A verb The desired result A due date Some type of indicator
Quality and/or Quantity

Prentice Hall, Inc. 2006

Herman Aguinis, University of Colorado at Denver

Characteristics of Good Performance Standards

Related to Position Concrete, Specific, Measurable Practical to Measure Meaningful Realistic and Achievable Reviewed Regularly

Prentice Hall, Inc. 2006

Herman Aguinis, University of Colorado at Denver

Measuring Behaviors: Overview

Identify competencies Identify indicators Choose measurement system

Prentice Hall, Inc. 2006

Herman Aguinis, University of Colorado at Denver

Identify Competencies
Measurable clusters of KSAs
Knowledges Skills Abilities

That are critical in determining how results will be achieved

Prentice Hall, Inc. 2006

Herman Aguinis, University of Colorado at Denver

Types of Competencies
Differentiating
Distinguish between superior and average performance

Threshold
Needed to perform to minimum standard

Prentice Hall, Inc. 2006

Herman Aguinis, University of Colorado at Denver

Identify Indicators
Observable behaviors Used to measure extent to which competencies are present or not

Prentice Hall, Inc. 2006

Herman Aguinis, University of Colorado at Denver

Necessary Components for Describing Competencies

Definition Description of specific behaviors
When competency demonstrated When competency not demonstrated

Suggestions for developing the competency

Prentice Hall, Inc. 2006

Herman Aguinis, University of Colorado at Denver

Choose Measurement System

Comparative system
Compares employees with each other

Absolute system
Compares employees with pre-specified performance standard

Prentice Hall, Inc. 2006

Herman Aguinis, University of Colorado at Denver

Comparative Systems
Simple rank order Alternation rank order Paired comparisons Forced distribution

Prentice Hall, Inc. 2006

Herman Aguinis, University of Colorado at Denver

Advantages of Comparative Systems

Easy to explain Straightforward Better control for biases and errors found in absolute systems
Leniency Severity Central tendency

Prentice Hall, Inc. 2006

Herman Aguinis, University of Colorado at Denver

Disadvantages 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

Prentice Hall, Inc. 2006

Herman Aguinis, University of Colorado at Denver

Absolute Systems
Essays Behavior checklists Critical incidents Graphic rating scales

Prentice Hall, Inc. 2006

Herman Aguinis, University of Colorado at Denver

Essays
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

Prentice Hall, Inc. 2006

Herman Aguinis, University of Colorado at Denver

Behavior checklists
Advantage:
Easy to use and understand

Disadvantage:
Scale points used are often arbitrary Difficult to get detailed and useful feedback

Prentice Hall, Inc. 2006

Herman Aguinis, University of Colorado at Denver

Critical 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

Prentice Hall, Inc. 2006

Herman Aguinis, University of Colorado at Denver

Graphic rating scales

Clear meaning for each response category Consistent interpretation by outside readers Supervisor and employee should have same understanding of rating

Prentice Hall, Inc. 2006

Herman Aguinis, University of Colorado at Denver

Graphic rating scales: BARS 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

Prentice Hall, Inc. 2006

Herman Aguinis, University of Colorado at Denver

Measuring Performance
Several types of methods Differ in terms of:
Practicality (time and effort) Usefulness (quantifiable)

Prentice Hall, Inc. 2006

Herman Aguinis, University of Colorado at Denver

Summary
Measuring Results
Identify accountabilities Set objectives Determine standards of performance

Measuring Behaviors
Identify competencies Identify indicators Choose measurement system

Prentice Hall, Inc. 2006

Herman Aguinis, University of Colorado at Denver