Measures of job performance that attempt to capture differences in these different types of job performance are called criteria. • Criteria: measure of job performance that attempt to capture people’s differences among employees with respect to job related behaviors. It also provides guidance on the standards that must be met by someone placed into a job. • Once we have identified the major performance dimensions example supervision then next step is to measure employee performance on those dimensions. Example good at giving order to people. • Relevancy, reliability, and practicality as key components of any performance measure or criterion. • Criterion relevancy: the degree to which the criterion measure captures behaviors or competencies that constitute job performance. • Criterion deficiency: refers to those job performance behaviors or competencies that are measured by the criterion.
Chapter 5 20:48 • Criterion contamination: the degree to which the criterion measure is influenced by or measures behaviors or competencies that are not part of job performance.
Chapter 5 20:48 • Reliability the degree to which observed scores are free from random measurement errors; an indication of the stability or dependability of a set of measurements over repeated applications of the measurement procedure. • Practically the degree to which a criterion measure is available, plausible and acceptable to the company decision makers. • Developing criterion measures: several issues. It is unlikely you will ever find one measure that will tell you everything about performance in a specific job, considering the complexity of measuring task, contextual and counterproductive behaviors. (multiple, global or composite criteria) • Consistency of job performance • Dynamic criteria: the issue of changing performance levels is called the dynamic criterion problem- a bit of a misnomer, as it is the performance that is changing and not the criterion measure. • Training versus job proficiency criteria: performance measures taken during early training will be very different from those taken later when workers are more proficient. • Typical versus maximum job performance: typical performance people are not aware that their performance is being observed and evaluated. In maximum performance motivation is at high levels for everyone, in typical performance situations in the actual work settings motivation is likely to differ among people. • Performance appraisals: it is based on judgmental process subject to many sources of error and bias. •
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- Fall '13
- Psychology, organizational settings