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1. Herman Aguinis, University of Colorado at Denver
Measuring Results and Behaviors:Measuring Results and Behaviors:
OverviewOverview
Measuring Results
Measuring Behaviors

2. Herman Aguinis, University of Colorado at Denver
Measuring Results: OverviewMeasuring Results: Overview
• Accountabilities
• Objectives
• Performance Standards

3. Herman Aguinis, University of Colorado at Denver
Key questionsKey questions
• Where should each individual focus efforts?
• What are the expected objectives?
• How do we know how well the results were
achieved?

4. Herman Aguinis, University of Colorado at Denver
AccountabilitiesAccountabilities
 Broad areas of a job for which employee
is responsible for producing results

5. Herman Aguinis, University of Colorado at Denver
ObjectivesObjectives
 Statements of important and
measurable outcomes

6. Herman Aguinis, University of Colorado at Denver
Performance StandardsPerformance Standards
 Yardstick used to evaluate how well
employees have achieved objectives

7. Herman Aguinis, University of Colorado at Denver
Determining AccountabilitiesDetermining Accountabilities
Collect information about job (Job Description)
Determine importance of task or cluster of
tasks
• % of employee’s time spent performing task
• Impact on unit’s mission if performed inadequately
• Consequences of error

8. Herman Aguinis, University of Colorado at Denver
Determining ObjectivesDetermining Objectives
• Purpose: to identify
– Outcomes
• Limited number
• Highly important
– When achieved
• dramatic impact on overall organization success

9. Herman Aguinis, University of Colorado at Denver
Characteristics of Good ObjectivesCharacteristics of Good Objectives
• Specific and Clear
• Challenging
• Agreed Upon
• Significant
• Prioritized
• Bound by Time
• Achievable
• Fully Communicated
• Flexible
• Limited in Number

10. Herman Aguinis, University of Colorado at Denver
Determining Performance StandardsDetermining Performance Standards
Standards refer to aspects of performance objectives,
such as:
• Quality
– How well the objective is achieved
• Quantity
– How much, how many, how often, at what cost
• Time
– Due dates, schedule, cycle times, how quickly

11. Herman Aguinis, University of Colorado at Denver
Standards must include:Standards must include:
• A verb
• The desired result
• A due date
• Some type of indicator
– Quality and/or
– Quantity

12. Herman Aguinis, University of Colorado at Denver
Characteristics ofCharacteristics of
Good Performance StandardsGood Performance Standards
• Related to Position
• Concrete, Specific, Measurable
• Practical to Measure
• Meaningful
• Realistic and Achievable
• Reviewed Regularly

13. Herman Aguinis, University of Colorado at Denver
Measuring Behaviors: OverviewMeasuring Behaviors: Overview
• Identify competencies
• Identify indicators
• Choose measurement system

14. Herman Aguinis, University of Colorado at Denver
Identify CompetenciesIdentify Competencies
Measurable clusters of KSAs
– Knowledges
– Skills
– Abilities
That are critical in determining how results will
be achieved

15. Herman Aguinis, University of Colorado at Denver
Types of CompetenciesTypes of Competencies
• Differentiating
– Distinguish between superior and average
performance
• Threshold
– Needed to perform to minimum standard

16. Herman Aguinis, University of Colorado at Denver
Identify IndicatorsIdentify Indicators
Observable behaviors
Used to measure extent to which
competencies are present – or not

17. Herman Aguinis, University of Colorado at Denver
Necessary Components forNecessary Components for
Describing CompetenciesDescribing Competencies
• Definition
• Description of specific behaviors
– When competency demonstrated
– When competency not demonstrated
• Suggestions for developing the competency

18. Herman Aguinis, University of Colorado at Denver
Choose Measurement SystemChoose Measurement System
• Comparative system
– Compares employees with each other
• Absolute system
– Compares employees with pre-specified
performance standard

19. Herman Aguinis, University of Colorado at Denver
Comparative SystemsComparative Systems
• Simple rank order
• Alternation rank order
• Paired comparisons
• Forced distribution

20. Herman Aguinis, University of Colorado at Denver
Advantages of Comparative SystemsAdvantages of Comparative Systems
• Easy to explain
• Straightforward
• Better control for biases and errors found in
absolute systems
– Leniency
– Severity
– Central tendency

21. Herman Aguinis, University of Colorado at Denver
Disadvantages of Comparative SystemsDisadvantages 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

22. Herman Aguinis, University of Colorado at Denver
Absolute SystemsAbsolute Systems
• Essays
• Behavior checklists
• Critical incidents
• Graphic rating scales

23. Herman Aguinis, University of Colorado at Denver
EssaysEssays
• 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

24. Herman Aguinis, University of Colorado at Denver
Behavior checklistsBehavior checklists
• Advantage:
– Easy to use and understand
• Disadvantage:
– Scale points used are often arbitrary
– Difficult to get detailed and useful feedback

25. Herman Aguinis, University of Colorado at Denver
Critical incidentsCritical 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

26. Herman Aguinis, University of Colorado at Denver
Graphic rating scalesGraphic rating scales
• Clear meaning for each response
category
• Consistent interpretation by outside
readers
• Supervisor and employee should
have same understanding of rating

27. Herman Aguinis, University of Colorado at Denver
Graphic rating scales:Graphic rating scales:
BARS improvementBARS 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

28. Herman Aguinis, University of Colorado at Denver
Measuring PerformanceMeasuring Performance
• Several types of methods
• Differ in terms of:
– Practicality (time and effort)
– Usefulness (quantifiable)

29. Herman Aguinis, University of Colorado at Denver
SummarySummary
• Measuring Results
– Identify accountabilities
– Set objectives
– Determine standards of performance
• Measuring Behaviors
– Identify competencies
– Identify indicators
– Choose measurement system