Contribution #4 - Chapter 8

After reading Chapter 8, I came across an Evaluation of Approaches to Performance Measurement chart on page 383. The chart includes Comparative, Attribute, Behavioral, Results and Quality approaches. These approaches are then compared through strategic congruence, validity, reliability, acceptability, and specificity. The comparative approach depends on the manager because the manager must take time to make a link for strategic congruence and to be valid, the manager has to do the ratings carefully. For the attribute, the manager is also required to make link and it must be developed carefully. The behavioral approach is difficult to develop. The results and quality approaches both have high validity but also can both be contaminated and deficient. I did not know about these approaches to performance measurement so it was very interesting to see all these approaches compared to each other. The job I had for the past two summers did not have any performance measurements. I think it would be beneficial if the company integrated one of these approaches into their strategy. It would require employees to always give their full effort in completing the tasks at the job. I think the behavioral approach is the most efficient as long as it can be developed, which is the most difficult part. It is accepted well for use and also minimizes contamination and deficiency. It has high strategic congruence, reliability, and specificity.