Behavior refers to what workers do or how they carried out themselves in the course of doing their duties, while results are the outcome of the action of employees. These two elements are used to measure performance differently.
In the first case, when measuring performance using results approach, the first step is to identify accountabilities, which are different areas which an individual is expected to concentrate on. Then after defining all key accountabilities, the next step is to set objectives for each identified responsibility. As such, the objectives set should be clear and specific, agreed upon, challenging, time-bound, prioritized, achievable, flexible, adequately communicated, and limited in number. Then finally, the third step involves determining standards of performance. Performance standards are yardsticks designed to assist people to understand the extent to which the objective has been achieved. Therefore, while creating standards, the dimensions of quality, time and quantity must be considered. Hence, proper standards are achievable and realistic, practical to measure, meaningful, related to the situation, concrete, specific and reviewed regularly.
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In the second case, when measuring performing using behavior approach, the first step entails identification of competencies. Competencies are measurable clusters which are crucial in determining how results are attained, and examples include oral or written communication, customer service, dependability, and creative thinking. After identifying competencies, this is followed by indicators identification. Indicators will enable the understanding of the extent to which every individual owns the skill in question. Thus, these indicators are the manifestations of the behavior of the underlying competency. Then, the third step is to choose a suitable measurement system, either absolute or comparative. The comparative systems centers their measurement on a comparison of employees with each other and involves simple rank order, relative percentiles, alternation rank order, forced distribution, and paired comparisons. On the other hand, absolute systems entail employees’ performance evaluation without making direct reference to other employees. These systems include critical incidents, graphic scales rating, and behavior checklists.
