Performance
Concept
Sonnentag & Frese (2002:12) point out the Performance
is what the organization hires one to do, and do well. Thus, performance is not
defines by the action itself but by judgemental and evaluative processes.
Moreover, only actions which can be scaled, i.e., measured, are considered to
constitute performance, the outcome aspect refers to the consequence or result
of the individual’s behavior. The above described behaviors may result in
outcomes such as numbers of engines assembled, pupils’ reading profiency, sales
figures, or number of successful heart operations.
In many situations, the behavioral and outcome
aspects are related empirically, but they do not overlap completely. Outcome
aspects of performance depend also on factors other than the individual’s
behavior. For example, imagine a teacher who delivers a perfect speaking lesson
(behavioral aspect of performance), but one or two of his pupils nevertheless
do not improve their speaking skills because of their intellectual deficits (outcome
aspect of performance).
In practice, it might be difficult to describe the
action aspect of performance without any reference to the outcome aspect.
Because not any action but only actions relevant for organizational goals
constitute performance, one needs criteria for evaluating the degree to which
an individual’s performance meets the organizational goals. It is difficult to
imagine how to conceptualize such criteria without simultaneously considering
the outcome aspect of performance at the same time. Thus, the emphasis on
performance being an action does not really solve all the problems.
Moreover, despite the general agreement that the
behavioral and the outcome aspect of performance have to be differentiated,
authors do not completely agree about which of these two aspects should be
labelled ‘performance’
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