Job Performance

Job Performance

1. Defined as the value of the set of employee behaviors that contribute either positively or negatively to organizational goal accomplishment

   • Employees can control behavior, but the outcomes may not be in their control

2. Counterproductive Behavior

   • Defined as employee behaviors that intentionally hinder organizational goal accomplishments
   • Types of Counterproductive behaviors:

3. Employee activities that help the organization achieve its goals and objectives

   • Citizenship Behavior
     • defined as voluntary employee activities that may or may not be rewarded, but contribute to the organization by improving the overall quality of the setting in which the work takes place
     • Types of citizenship behaviors
       • Interpersonal citizenship behavior: assisting, developing, and supporting coworkers and other organizational members in a way that goes beyond normal job expectations
         • Helping
         • Courtesy
         • Sportsmanship
       • Organizational citizenship behavior: benefitting the larger organization by supporting and defending the company
         • Voice
         • Civic Virtue
         • Boosterism
     • Important points:
       • Relevant in all jobs
       • can boost organizational effectiveness
       • Can vary over time
         • more vital during organizational crises
   • Being a "Good Performer"
     • Task Performance
       • Defined as employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces
       • Three categories:
         • Routine Task Performance: well-knownresponses to predictable demands or those that occur in a normal or routine manner
         • Adaptive Task Performance ("Adaptability"): responses to task demands that are novel, unusual, or unpredictable
         • Creative Task Performance: developing ideas or physical products that are both novel and useful
     • Job Analysis can be used to identify task performance
       • (1) List the activities involved in the job
       • (2) Rate each activity using “subject matter experts” based on the importance and frequency of the activity
       • (3) Retain the activities that are rated highly on importance and frequency and use them to outline task performance
     • O*NET (Occupational Information Network) can be used if job analysis is not practical
       • Online database by the government that includes job descriptions

4. Applying Performance Management

   • Management By Objectives (MBO)
     • evaluate people on whether or not they have met pre-established goals
   • Behaviorally Anchored Rating Scales (BARS)
     • measure performance by looking directly at job behaviors
   • 360 Degree Feedback
     • performance information from anyone who has firsthand knowledge about an employee's behaviors
   • Forced Ranking
     • Group using "vitality curve"
       • top 20% important 70% bottom 10%

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