Performance DiagnosisJuan I. Sanchez, Ph.D.

Diagnosis: An Overview Importance Observation

» The observation cube» Identifying Causes

– Attribution Theory Causal Matrix actor/observer bias System causes Person causes

DIAGNOSIS

Importance» Drives Remedies» Influences Evaluations» Underlies Conflict

If not done systematically and consciously, diagnosis will still be done, but informally and automatically.

Observation Required for correct and defensible

diagnosis. Observation doesn’t mean constant

surveillance, but it needs to be adequate.» To be adequate, observation must occur across

– Workers– Tasks– Time

Diagnosis and evaluation, even if correct, will be suspect if based on inadequate observation.

– Perceived as deficient– Perceived as taking action without the facts

Observation Cube Cube concept makes clear that

observations of each person (or team) are needed on at least multiple tasks and across more than one occasion.

Common approach to observation» Haphazard» Informal» Passive step of data collection

Recommendations» Should be an active and participative

component of performance management» Use a record of performance observations

– Eliminates memory fallibilities– Provides justification for your judgments & actions

CAUSES OF PERFORMANCE

Diagnosis requires more than observation: the causes underlying the observed performance must be determined.

Fundamental determination:Does the cause reside in the person or in the

system? Person Causes

» Ability» Motivation

System Causes» Factors external to the person

Person versus System Distinction

Seems conceptually simple, but can be more difficult than it seems.» Work environment is usually “noisy”» It may be human nature to make causal

judgments automatically & subjectively– Actor/observer bias

Correct & defensible causal judgment requires systematic consideration of patterns of performance observations.

Using cube framework:» A person cause would be consistent

performance observations (at whatever level – outstanding, average, or poor) across tasks and time.

» Consider handout - Figure 3.1

What can be determined about the possible causes of performance?

» Point here is to determine underlying causes, not just which workers are performing at higher or lower levels.

– Determining causes allows for meaningful feedback & other actions

1. Consider Pam, a relatively low performer. Is the cause a person factor – something about Pam? Or, is the cause a system factor – maybe something about the task being too difficult or ambiguous?

2. What about Joe?3. What about Task 2?

Diagnose performance problems•Be aware of the “fundamental attribution error:”

•We tend to attribute our failures to external factors (“I just didn’t have the support of my boss”).

•We tend to attribute others’ failures to their personal characteristics (“he is lazy”).

•Think of an example of poor performance that you are familiar with; then, diagnose the source of the problem by answering the questions in the table included next:

Performance problems checklist

Area Question Yes NoExpectations Are the employee’s

performance expectations clear and accurate?Are performance expectations realistic?

Is employee clear about his/her level of autonomy?

Is employee aware of performance consequences?

Performance problems checklistArea Question Yes NoFeedback Does employee know when

s/he has performed correctly or incorrectly?Is there a delay between performance and feedback?

Is the feedback diagnostic so the incumbent can correct the problem?Is the feedback ambiguous or unclear?

Performance problems checklist

Area Question Yes NoConsequences Is positive performance

punishing?

Is nonperformance rewarding?

Does performance matter?

Performance problems checklistArea Question Yes NoSupport Are working conditions reasonable?

Is clerical support available?

Is there unnecessary “red tape”?

Are tools available/properly working?

Is poor coworker performance affecting the employee?

Is manager’s style and level of support adequate?

A Customer Service Representative is entering incorrect zip codes, U.P.S accounts, and Sales Reps codes in the MAS 200 order system. As a result, many shipments have ended at the wrong address. There was a meeting held between the employee and his manager. Examples of the errors mentioned above were presented to the employee. Further training was offered to minimize errors.  The employee did not take the criticism too well. He explained that the errors were minor, and that “we all make mistakes”. The employee then asked if he would be put on the commission incentive plan. He was told that he will not receive the incentive until his performance is reviewed again in 6 weeks.

Think about the recommendations that you would provide to the employee’s manager regarding how to handle the upcoming performance review meeting in six weeks.

Exercise