SBenegaL

Category: Measured

  • Performance-monitoring system

    In the last byte, we looked at the source of the three categories of problems. In this byte, we move on understand what performance monitoring system would keep note of.

    Performance-monitoring systems are varied in numbers. One category is that of result-oriented methods. Examples of these include the goal setting and MBO methods. There are some other methods that use modern technology for the purpose.

    While using modern technology – the accuracy of the measurement might increase; there are a host of questions on principles and morals that could arise when performance is being measured. An example could be – should the individual being measured really know that he/she is being measured?

    The Goal-setting and MBO methods are result oriented, but shift the emphasis to being subjective, judgmental on the results. The goals once set at the beginning and these form the bench mark on which the evaluation is done. The lop side here is that, in case a new opportunity arises to improve performance, these tend to be missed.

    In the next byte, we look at moving on to understanding the feedback aspect of performance measurement in greater detail.

  • Performance Management: Actual & Measured 3

    In the last byte, we looked at the various problems that arise in the assessment of performance. In this byte, we look at understanding these in greater detail.

    To help recap the source of various problems:

    • Deficiency results from overlooking important aspects of a person’s actual performance.
    • Unreliability results from poor-quality performance measures
    • Invalidity results from inaccurate definition of the expected job performance.

    The Reliability problem could further originate from any of the following sources:
    1. The effect of the situational factors such as mood or timing of the evaluation
    2. The Disagreement between evaluators about the methods
    3. The Temporary personal factors like fatigues, or ill health of the person being evaluated.
    It is to be noted that no existing system of performance appraisal is completely free from defects. Addressing the various emotions and defenses are essential to make the attempt of performance appraisal developmental in nature.

  • Performance Management: Actual & Measured 2

    In the last byte, we looked at the difference between what is actually performed by the employee and what aspect of the performance is measured.

    If we look at the diagram a bit closely and understand what aspects of errors could arise from such measurement?

    A first look at the diagram – would indicate 2 possible areas where the defects in measurement could arise from – these are the areas of the 2 circles which are not part of the true assessment area indicated. Refer the diagram below:

    The area of the circle of actual performance which has been over looked by the evaluator is essentially a deficiency in the measurement itself. This is called Deficiency Problem.
    The area of the circle of measured performance which has been outside the true-assessment area could have two sorts of problems:
    1. The reliability of the measurement
    2. The validity of the measurement
    We shall explore these in detail in the next byte.

  • Performance Management: Actual & Measured

    In the last byte, we looked at performance appraisal and what the objective would be when one attempts to have a performance appraisal. In today’s byte, we begin understanding performance measurement in greater detail.

    Measuring Performance of individuals is not an easy task. As an evaluator it is always possible to overlook certain features, while considering only a few! Yes, part of this problem could be due to the timing of the measurement and the other part could be the nature of the work itself! Whatever the reason – it is always possible that we overlook parts of the performance. If we are to consider this piece of measuring using circles like shown below, we through overlooking would have shifted the 2 circles – actual and measured performance away from each other.


    The overlap between what is actual and what is measure is what is truly assessed by the evaluator. This would definitely put you to think – What about the area which in the measured circle which is not the true assessment? We shall deal about this in the next byte.