Lecture 2: Performance

Lecture 2: Performance

1. WHAT IS PERFORMANCE: Performance is the output of an individual or firm

   • Effectiveness:
     • Output.
     • influenced by factors such as work design, technology and equipment
   • Productivity:
     • Quantity or quality that should be produced.

2. CAMPBELL's Performance Model

   • Declarative Knowledge: Knowing facts
     • Job-Specific Task Proficiency
     • Maintaining Discipline
     • Demonstrating Effort
   • Procedual Knowledge and Skill: Knowing how to perform a particular task
     • Facilitating Team and firm performance
     • Non Job Specific Task Proficiency
   • Motivation: An individual's decision to perform and exert effort in order to achieve goals.
     • Supervision/leadership
     • Mgmt/Administration
     • Communication task Proficiency

3. Borman's & Motowidlo's (1993) Task and Contextual performance

   • Task: Doing what is required
     • Varies job to job
       • Individual differences are tied to knowledge and capabilities
   • Contextual: Going beyond what is required
     • Common to most jobs
       • Individual differences are tied to motivation/ personality

4. Organisational Citizenship Behaviour

   • Altruism: Helpful behaviours directed towards members within the organisation.
   • Generalised Compliance: Behaviour that is helpful to the broader organisation

5. Adaptive Performance: Adapting to change (important in today's society)

6. Proactive Work Behaviour: People who make things happen.

7. Taxonomy: Adaptivity, Proactivity and Proficiency

   • Of the individual, the teams and the organisation
     • Individual: Ensure tasks are completed properly, adapts to new equip, intiates a better way to complete things
     • Team: Coordinates work with team members, responds constructively to team changes and develops methods to perform better as a team
     • Organisation: Talks about org in proactive ways, Coops with org in changes in operations, makes suggestions to improve overall efficiency of org

8. Research Example: Neal, Yeo, Koy + Xiao (2011): Links differences among the Big Five personality factors and 9 dimensions of Job performance. Tested 1447 Aus gov staff and supervisors

   • Openness, Agreeableness, Extraversion, Conscientiousness and Neuroticism
     • Results: O > indi & org proact (pos) > team & org prof (neg). A> indi prof (neg). C > All dimensions (pos). E > indi prof (neg). N > all dimensions (neg).

9. GREAT 8 PERSONALITIES

   • Leading & Directing, Supporting & Cooperating, Interacting & Presenting, Analysing & Interpreting, Creating and Conceptualising, Organising and Executing, Adapting and Coping, Enterprising and performing.

10. Counterproductive work behaviours: Interpersonal or org deviance. Heirarchical Model of Deviance (Sackett)

    • Interpersonal: Harassment, Gossip, Fighting.
    • Organisation:
      • Property deviance: theft, damage, Sabotage.
      • Production Deviance: absence, tardiness, long breaks, sloppy work.

11. Emotional Labour: The effort, planning & control needed to express organisationally desired emotions during interpersonal interactions.

    • Frequency, Attentiveness, Variety and Emotional Dissonance.
      • Surface Acting: Engaging in superficial display of the normative emotion without making any effort to change what one is actually feeling
      • Deep Acting: Trying to modify felt emotions in order to bring both behavious and internal experience into alignment to expected displays.
    • Consequences: SA is a stronger predictor of psychological distress than DA because more effort is required to meet role demands, often imposing a drain ones emotional resources.