Handbook of Management Scales/Performance

Performance Items Compared to your competitors, indicate your position on the following dimensions (significantly lower - significantly higher) Market share Sales growth Source Anand/Ward (2004): Fit, Flexibility and Performance in Manufacturing: Coping with Dynamic Environments. Production and Operations Management, Vol. 13, No. 4, pp. 369–385. Comments Only two items were used, both of them being directed towards market-oriented aspects of performance only. In general, particular attention needs to be paid to the measurement of performance. A review of the operationalization of organizational performance by Richard et al. (2009) highlights the limited effectiveness of commonly accepted measurement practices. Their article is strongly recommended for reading: Richard et al. (2009): Measuring Organizational Performance: Towards Methodological Best Practice. Journal of Management, Vol. 35, Nr. 5, pp. 718-804. Performance (alpha = 0.83) Description Supervisors were asked to complete a seven-item performance-rating measure based on a scale originally employed by Mott (1972). Previous research using this measure (e.g., Fulk/Wendler, 1982; Schriesheim, 1980) has suggested that it has good reliability and significant correlations with other performance indicators. Items Two sample items are presented here. The other items can be found in Mott (1972). Productivity—quantity: Thinking of the various things which this person does for his/her job, how much is he/she producing (e.g., units produced, customers served, forms completed, pallets loaded, etc.)? (A = his/her production is very low, B = it is fairly low, C = it is neither high nor low, D = it is fairly high, and E = it is very high) Production—quality: How good would you say is the quality of the performance of this person? (A = his/her quality is poor, B = his/her quality is not good, C = fair quality, D = good quality, and E = excellent quality). Source Schriesheim et al. (1998): Delegation and leader-member exchange: Main effects, moderators, and measurement issues. Academy of Management Journal, Vol. 41, No. 3, pp. 298-318. Previously used in Mott (1972). Comments Different performance aspects are measured. The measurement might be formative rather than reflective. Related Scales Comparative organizational performance Cost performance, delivery performance, flexibility performance, and quality performance Firm's financial performance over the past 5 years Organizational performance: liquidity, profitability, growth, stock market performance