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Chapter 16

Measures of Job Performance

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Chapter ObjectivesChapter ObjectivesChapter ObjectivesChapter Objectives

1.1. To describe the various measures used to determine To describe the various measures used to determine job performancejob performance

2.2. To discuss the appropriate use of each type of To discuss the appropriate use of each type of measuremeasure

3.3. To detail the important characteristics of each To detail the important characteristics of each measuremeasure

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Job Performance MeasuresJob Performance Measures

• PurposePurpose To serve as criteria measures in validation studies.To serve as criteria measures in validation studies.

• Importance of Criterion MeasuresImportance of Criterion Measures They define what is meant by job performance.They define what is meant by job performance. They determine the appropriateness of the selection They determine the appropriateness of the selection

program.program.

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Types of Job Performance MeasuresTypes of Job Performance Measures

1.1. Production dataProduction data—quality and/or quantity of —quality and/or quantity of outputoutput

2.2. HR personnel dataHR personnel data—absenteeism, turnover, —absenteeism, turnover, and related variablesand related variables

3.3. Training proficiencyTraining proficiency—a specially developed —a specially developed test or simulation of training information or test or simulation of training information or activities developed in trainingactivities developed in training

4.4. Judgmental dataJudgmental data—opinions (usually —opinions (usually supervisors’) of subordinates’ performancesupervisors’) of subordinates’ performance

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Production DataProduction Data

• CharacteristicsCharacteristics Is easy to see, collect, and count (sometimes!!!)Is easy to see, collect, and count (sometimes!!!) Its importance is obvious, easily understood, and Its importance is obvious, easily understood, and

accepted by employeesaccepted by employees Is objective—the direct result of job actionsIs objective—the direct result of job actions

• Types of Production DataTypes of Production Data Quantity—usually expressed as the number of units Quantity—usually expressed as the number of units

produced within a specified time period.produced within a specified time period. Quality—the goodness of the product indirectly Quality—the goodness of the product indirectly

measured by defects, errors, or mistakes identified measured by defects, errors, or mistakes identified either per number of units or per unit of time.either per number of units or per unit of time.

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TABLE 16.1 Examples of Production Criteria Measures for Various Jobs

Production Measure

Job Title Quantity Quality

University faculty member

Number of student credit hours taught

Rating by students as to amount learned in course

Skilled machine operator

Number of units produced per week

Weight of output per week

Number of defectsWeight of scrap

Salesperson Dollar volume of sales

Number of orders

Number of customer complaints

Number of returns

Manager Profit of unit Number of unit returns to his/her department because of defects

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AbsenteeismAbsenteeism

• Measures of AbsenteeismMeasures of Absenteeism1.1. Number of separate instancesNumber of separate instances

2.2. Total number of days absentTotal number of days absent

3.3. Number of short absences (one or two days)Number of short absences (one or two days)

4.4. Long weekends (one-day absences on a Monday or Long weekends (one-day absences on a Monday or Friday)Friday)

• Voluntary AbsenteeismVoluntary Absenteeism Absences over which employees have control.Absences over which employees have control.

• Involuntary AbsenteeismInvoluntary Absenteeism Absences due to severe illness, jury duty, union Absences due to severe illness, jury duty, union

activities, deaths, and accidents.activities, deaths, and accidents.

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TurnoverTurnover

• TurnoverTurnover

A measure of permanent separation from the A measure of permanent separation from the organization.organization.

• Types of TurnoverTypes of Turnover

Voluntary turnover—resignation despite the Voluntary turnover—resignation despite the opportunity for continued employmentopportunity for continued employment

Involuntary turnover—termination by the Involuntary turnover—termination by the organization for any of several reasonsorganization for any of several reasons

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GrievanceGrievancess• GrievanceGrievance

An employee’s complaint against some aspect of An employee’s complaint against some aspect of management’s behavior (e.g., poor treatment of management’s behavior (e.g., poor treatment of subordinates)subordinates)

• Grievance SystemsGrievance Systems Steps and procedures for filing a grievance that may Steps and procedures for filing a grievance that may

be part of a union-management contract.be part of a union-management contract.

• Issues in Measuring GrievancesIssues in Measuring Grievances Variations in working conditionsVariations in working conditions Willingness of individuals to file grievancesWillingness of individuals to file grievances Union representatives’ purposes in filing grievancesUnion representatives’ purposes in filing grievances

牢騷 哭餓牢騷 哭餓

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AccidentsAccidents

• Measuring AccidentsMeasuring Accidents Injury to workersInjury to workers Damage to equipmentDamage to equipment

• Issues in Measuring AccidentsIssues in Measuring Accidents Medical and financial thresholds for classifying Medical and financial thresholds for classifying

incidents as an accidentsincidents as an accidents Assumption of worker carelessnessAssumption of worker carelessness Higher situational incidence of hazards for some jobsHigher situational incidence of hazards for some jobs Variations in worker training and job activitiesVariations in worker training and job activities

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PromotionsPromotions

• PromotionPromotion A measure of career progress, based on the number A measure of career progress, based on the number

of vertical job changes for an individual that result in of vertical job changes for an individual that result in increased responsibility and authority.increased responsibility and authority.

• Issues in Measuring PromotionsIssues in Measuring Promotions The assumption that promotions are the result of high The assumption that promotions are the result of high

performance rather than other factors such as job performance rather than other factors such as job tenure and organization change/growth.tenure and organization change/growth.

Limitations imposed by short career ladders.Limitations imposed by short career ladders. Distinguishing Distinguishing laterallateral from from verticalvertical promotions. promotions.

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Training ProficiencyTraining Proficiency

• Training Proficiency Training Proficiency 精熟精熟 A measure of employees’ performance immediately A measure of employees’ performance immediately

after completing a training program.after completing a training program.

• Measuring ProficiencyMeasuring Proficiency Standardization of training programs—instructional Standardization of training programs—instructional

materials, techniques, training mastery measuresmaterials, techniques, training mastery measures Linking of training effects to increases in worker KSAsLinking of training effects to increases in worker KSAs

• Measures of Training ProficiencyMeasures of Training Proficiency Training instructor judgments about traineesTraining instructor judgments about trainees Scores on paper-and-pencil testsScores on paper-and-pencil tests Scores on work sample testsScores on work sample tests

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Judgmental DataJudgmental Data

• Types of Judgmental DataTypes of Judgmental Data Trait rating scalesTrait rating scales

Require the supervisor to evaluate subordinates on the extent Require the supervisor to evaluate subordinates on the extent to which each individual possesses personal characteristics to which each individual possesses personal characteristics thought to be necessary for good work performance.thought to be necessary for good work performance.

Simple Behavioral ScaleSimple Behavioral Scale The supervisor is asked to rate each subordinate on major or The supervisor is asked to rate each subordinate on major or

critical tasks of the job as determined from job analysis.critical tasks of the job as determined from job analysis.

BARS or BESBARS or BES Behaviorally Anchored Rating Scales (BARS) reflect ratings of Behaviorally Anchored Rating Scales (BARS) reflect ratings of

actualactual work behaviors. work behaviors. Behavioral Expectation Scales (BES) define the rating points in Behavioral Expectation Scales (BES) define the rating points in

relation to relation to expectedexpected job behaviors. job behaviors.

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Developing BARS or BES RatingsDeveloping BARS or BES Ratings

1.1. Use the Critical-Incidents Technique to gather data from groups Use the Critical-Incidents Technique to gather data from groups of incumbents/supervisors.of incumbents/supervisors.

2.2. Give the critical incidents to other incumbents/ supervisors to Give the critical incidents to other incumbents/ supervisors to form dimensions.form dimensions.

3.3. Give the incidents and the dimensions to other groups to Give the incidents and the dimensions to other groups to independently sort the incidents into the dimensions.independently sort the incidents into the dimensions.

4.4. Ask other groups of incumbents/supervisors to rate the incidents Ask other groups of incumbents/supervisors to rate the incidents assigned to each dimension.assigned to each dimension.

5.5. For each dimension, a set of critical incidents is selected that For each dimension, a set of critical incidents is selected that represents various levels of performance on the dimension.represents various levels of performance on the dimension.

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FIGURE 16.1 An Example of a BES Rating Dimension for the Job of Bartender

Dimension: Interacting with Customers

7 Employee can be expected to smile, greet a regular customer by name as she approaches, and ask how specific family members are doing.

6

5 Employee can be expected to smile and ask to be of service to the customer.

4

3 Employee can be expected to greet customer by grunting or hissing.

2

1 Employee can be expected to remain silent until customer waves money or yells loudly.

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Computerized Adaptive Rating Computerized Adaptive Rating ScaleScale• Computerized Adaptive Rating Scale (CARS)Computerized Adaptive Rating Scale (CARS)

Requires that the rater select between two statements Requires that the rater select between two statements of job performance behaviors that both describe of job performance behaviors that both describe behavior on a specific performance dimension and behavior on a specific performance dimension and differ in terms of their level of performance.differ in terms of their level of performance.

Presentation of paired statements continues until all Presentation of paired statements continues until all appropriate pairs are used.appropriate pairs are used.

The performance rating is then calculated as a The performance rating is then calculated as a function of all items chosen by the rater.function of all items chosen by the rater.

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FIGURE 16.2 Examples of Paired Statements of the Teaching Performance Dimension Responding to Students’ Questions about Class Material

PAIR #11. Rephrases question asked by student to ensure clarity of question.2. Tells students to read appropriate material from class notes and then

ask question.

PAIR #2 (Assuming rater chose statement #2 in previous pair)1. Rewords student’s question as research question and responds in

technical detail.2. Ignores student question and proceeds with lecture.

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Development of a CARS Development of a CARS InstrumentInstrument1.1. Identify and define work performance dimensions to be Identify and define work performance dimensions to be

measured.measured.

2.2. Generate job behaviors for each performance dimension.Generate job behaviors for each performance dimension.

3.3. Match written job behavior statements to performance Match written job behavior statements to performance dimensions and rate effectiveness of behavioral statements.dimensions and rate effectiveness of behavioral statements.

4.4. Eliminate those behavior statements which have limited Eliminate those behavior statements which have limited agreement.agreement.

5.5. Repeat the sorting and rating of remaining behavioral Repeat the sorting and rating of remaining behavioral statements.statements.

6.6. Retain statements that indicate a high level of agreement for Retain statements that indicate a high level of agreement for both the job performance dimension and the effectiveness both the job performance dimension and the effectiveness ratings.ratings.

7.7. Write CARS form.Write CARS form.

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The Problem of BiasThe Problem of Bias

• Avoiding supervisor biases in making judgmentAvoiding supervisor biases in making judgment• Training supervisors to avoid common errorsTraining supervisors to avoid common errors

HaloHalo—rating the subordinate equally on different —rating the subordinate equally on different performance scales because of a rater’s general performance scales because of a rater’s general impression of the worker.impression of the worker.

Leniency/SeverityLeniency/Severity—rating a disproportionate —rating a disproportionate number of workers either high or low respectively.number of workers either high or low respectively.

Central tendencyCentral tendency—rating a large number of —rating a large number of subordinates in the middle of the scale. subordinates in the middle of the scale.

• Systematically collecting data to ensure Systematically collecting data to ensure complete datacomplete data

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360-Degree Feedback360-Degree Feedback

• 360-Degree Feedback360-Degree Feedback Superiors, peers, and subordinates of the individual Superiors, peers, and subordinates of the individual

being reviewed rating that person on a number of being reviewed rating that person on a number of work behaviors and work results.work behaviors and work results.

• Sources of Rating Differences in 360-Degree Sources of Rating Differences in 360-Degree GroupsGroups Differences in how individuals conceptualize the Differences in how individuals conceptualize the

rating instrumentrating instrument Differences in how raters interact with the ratee affect Differences in how raters interact with the ratee affect

their ratingstheir ratings Personal biases of ratersPersonal biases of raters

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Appropriate Characteristics of Selection MeasuresAppropriate Characteristics of Selection Measures

• IndividualizationIndividualization• ControllabilityControllability• RelevanceRelevance• MeasurabilityMeasurability• ReliabilityReliability• VarianceVariance• PracticalityPracticality• Lack of ContaminationLack of Contamination• Specificity for SelectionSpecificity for Selection

• What If Some of the What If Some of the Characteristics Aren’t There?Characteristics Aren’t There? Major violations of these Major violations of these

characteristics can lower the characteristics can lower the correlation coefficient artificially correlation coefficient artificially and reduce the probability of and reduce the probability of demonstrating empirical validity.demonstrating empirical validity.

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Issues in Criterion Use In Issues in Criterion Use In ValidationValidation• Single versus Multiple CriteriaSingle versus Multiple Criteria

When to Use EachWhen to Use Each For managerial decision making or for research purposesFor managerial decision making or for research purposes

Forming the Single MeasureForming the Single Measure How to combine different measures into oneHow to combine different measures into one

Dollar CriterionDollar Criterion The worth of the performance measure to the organizationThe worth of the performance measure to the organization

Factor AnalysisFactor Analysis The weight of correlated relationships of separate measures The weight of correlated relationships of separate measures

used to form a single composite performance factorused to form a single composite performance factor

Expert JudgmentExpert Judgment Using job experts to form the composite measureUsing job experts to form the composite measure

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Key Terms and ConceptsKey Terms and ConceptsKey Terms and ConceptsKey Terms and Concepts

• Job performance measuresJob performance measures

• Production dataProduction data

• HR personnel dataHR personnel data

• Training proficiencyTraining proficiency

• Judgmental dataJudgmental data

• AbsenteeismAbsenteeism

• Voluntary absenteeismVoluntary absenteeism

• Involuntary absenteeismInvoluntary absenteeism

• Event history analysesEvent history analyses

• TurnoverTurnover

• Voluntary turnoverVoluntary turnover

• Involuntary turnoverInvoluntary turnover

• GrievanceGrievance

• Grievance systemsGrievance systems

• AccidentsAccidents

• PromotionsPromotions

• lateral promotionslateral promotions

• vertical promotionsvertical promotions

• Training proficiencyTraining proficiency

• Judgmental dataJudgmental data

• Trait rating scaleTrait rating scale

• Simple behavioral scaleSimple behavioral scale

• Behaviorally Anchored Rating Scale Behaviorally Anchored Rating Scale (BARS)(BARS)

• Behavioral Expectation Scale (BES)Behavioral Expectation Scale (BES)

• Computerized Adaptive Rating Scale Computerized Adaptive Rating Scale (CARS)(CARS)

• 360-Degree feedback360-Degree feedback