48 terms

OB Chapter 2 - Job Performance

what job performance is based on
job performance
the value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment; includes behaviors within control of employees
task performance
employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces
routine task performance
well-known responses to demands that occur in a normal, routine, or otherwise predictable way
adaptive task performance
employee response to task demands that are novel, unusual, or unpredictable; becoming extremely important
creative task performance
the degree to which individuals develop ideas or physical outcomes that are both novel and useful
job analysis
task performance behaviors are identified through
job analysis
done by generating a list of activities in a job, rating the importance and frequency of each, and defining task performance using those activities that are rated highly
occupational information network
an online database that includes the characteristics of most jobs in terms of tasks, behaviors, and the required knowledge, skills, and abilities
citizenship behavior
voluntary employee activities that may or may not be rewarded but that contribute to the organization by improving the overall quality of the setting in which work takes place
helping, courtesy, sportsmanship
included in interpersonal citizenship behavior
interpersonal citizenship behavior
behaviors that benefit coworkers and colleagues and involve assisting, supporting, and developing other organizational members in a way that goes beyond normal job expectations
assisting coworkers who have heavy workloads, aiding them with personal matters, and showing new employees the ropes when they first arrive on the job
keeping coworkers informed about matters that are relevant to them
maintaining a good attitude with coworkers, even when they're annoying or the unit is going through tough times
organizational citizenship behaviors
behaviors that benefit the larger organization by supporting and defending the company, working to improve its operations, and being especially loyal to it
voice, civic virtue, boosterism
included in organizational citizenship behavior
speaking up and offering constructive suggestions for change
civic virtue
participating in the company's operations at a deeper-than-normal level by attending volunteer meetings and functions, reading and keeping up with organizational announcements, and keeping up with business news that affects the company
representing the organization in a positive way when out in public, away from the office, and away from work
counterproductive behaviors
employee behaviors that intentionally hinder organizational goal accomplishment
property deviance, production deviance, political deviance
subcategories of counterproductive behaviors
property deviance
behaviors that harm the organization's assets and possessions
sabotage and theft
subcategories of property deviance
the purposeful destruction of physical equipment, organizational processes, or company products
stealing from the organization
production deviance
reducing the efficiency of work output
wasting resources and substance abuse
subcategories of production deviance
wasting resources
most common form of production deviance, when employees use too many materials or too much time to do too little work
substance abuse
efficiency of production is compromised when workers are under the influence - work is done more slowly or less accurately
political deviance
behaviors that intentionally disadvantage other individuals
gossiping, incivility, and personal aggression
sub categories of political deviance
casual conversations about other people in which the facts are not confirmed as true
communication that's rude, impolite, discourteous, and lacking in good manners
personal aggression
hostile verbal and physical actions directed toward other employees
harassment, abuse, and bullying
sub categories of personal aggression
when employees are subject to unwanted physical contact or verbal remarks
when an employee is assaulted or endangered in such a way that physical and psychological injuries may occur
psychological harassment and abuse directed toward an individual or a group of individuals
knowledge work and service work
trends affecting performance
knowledge work
requires employees to engage in cognitive work, applying theoretical and analytical knowledge acquired through formal education and continuous learning; more prevalent than physical labor jobs; more fluid and dynamic in nature
service work
provides non-tangible goods to customers through direct electronic, physical, or verbal interaction; most new jobs; requires a higher level of citizenship behavior and a lower level of counterproductive behavior
management by objectives, behaviorally anchored rating scales, 360 degree feedback, forced ranking, and social networking systems
types of performance management
management by objectives
bases employees evaluations on whether they achieve specific agreed-upon goals; best used for those who work where objective measures of performance can be quantified
behaviorally anchored rating scales
measures performance by directly assessing job performance behaviors; uses critical incidents to create a measure upon which an employee can be evaluated
360 degree feedback
collects performance info from anyone who has firsthand knowledge of the employee's job performance
forced ranking
uses the vitality curve to rank employees in the top 20%, vital 70% and bottom 10% and then fired the bottom 10%
social networking systems
using sites such as Facebook and Twitter to provide employees with instant feedback