colquitt, lepine, wesson chap002
TRANSCRIPT
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Chapter 2Job
Performance
McGraw-Hil l /Irwin Copyright © 2009 by The McGraw-Hil l Companies, Inc. All rights reserv ed.
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Learning Goals
What is the definition of job performance? What are thethree dimensions of job performance?
What is task performance? How do organizations identifythe behaviors that underlie task performance?
What is citizenship behavior, and what are some specificexamples of it?
What is counterproductive behavior, and what are somespecific examples of it?
What workplace trends affect job performance in today’sorganizations?
How can organizations use job performance informationto manage employee performance?
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What is Job Performance?
Job per formance
Includes behaviors that are within the control
of the employees
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A “Good Performer”
Task performance
Citizenship behavior
Counterproductive behavior
OB on Screen
Monsters, Inc.
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Task Performance
Task performance
Rout ine task performance
Adapt ive task performance
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A
d a p t e d f r o m F
i g u r e 2 - 1
Behaviors Involved in Adaptability
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Job Analysis
Many organizations identify task performance
behaviors by conducting a job analys is .
A list of all the activities involved in a job is generated.
Each activity on this list is rated by “subject matter
experts” according to things like the importance and
frequency of the activity.
The activities that are rated highly in terms of theirimportance and frequency are retained and used to
define task performance.
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Performance Review FormMen’s Wearhouse (TMW)
T a b l e 2 - 1
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Occupational Information Network
The Occupat ional Info rmat ion Netwo rk
(or O*NET) (http://online.onetcenter.org)
Task information from the database should be
supplemented with information regarding
behaviors that support the organization’svalues and strategy.
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Task Performance Behaviors
Task performance behaviors are not
simply performed versus not performed.
Although poor performers often fail to
complete required behaviors, it is just as
true that the best performers often exceed
all expectations for those behaviors.
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Discussion Questions
How important is it to organizations that
employees go “above and beyond” their
actual job duties?
Is this what separates truly exceptional
employees from those we might consider
“average”?
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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.Interpersonal
Organizational
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Types of Citizenship Behaviors
F i g u r e 2 - 2
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Interpersonal Citizenship Behavior
Behaviors that benefit coworkers andcolleagues and involve assisting,supporting, and developing other
organizational members in a way thatgoes beyond normal job expectations.
Helping
Courtesy
Spor tsmanship
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Organizational Citizenship
Behaviors
Behaviors that benefit the largerorganization by supporting and defendingthe company, working to improve its
operations, and being especially loyal to it.Voice
Civic vir tue
Booster ism
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Citizenship Behaviors
Relevant in virtually any job, regardless ofthe particular nature of its tasks, and thereare clear benefits of these behaviors in
terms of the effectiveness of work unitsand organizations.
Become even more vital duringorganizational crises, when beneficialsuggestions, deep employee involvement,and a positive “public face” are critical.
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Counterproductive Behaviors
Coun terproduct ive behaviors
Property deviance
Produc t ion deviance
Poli t ical deviance
Personal aggressio n
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Types of Counterproductive
Behaviors
F i g u r e 2 - 3
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Property Deviance
Sabotage
Theft
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Production Deviance
Wast ing resources
Subs tance abuse
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Political Deviance
Gossip ing
Inciv i l i ty
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Personal Aggression
Harassment
Abuse
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Counterproductive Behavior, Cont’d
There is evidence that people who engagein one form of counterproductive behavioralso engage in others.
Counterproductive behavior is relevant toany job. It doesn’t matter what the jobentails; there are going to be things tosteal, resources to waste, and people tobe uncivil toward.
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Discussion Question
How much “counterproductive” behavior
should a company have to put up with?
Where should the line be drawn?
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What Does It Mean to Be a Good
Performer?
Good at the job that falls within jobdescription
Engages in citizenship behaviors directed
at both coworkers and the largerorganization
Refrains from engaging in the
counterproductive behaviors that can sobadly damage the climate of anorganization
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What Does it
Mean to be a
“Good
Performer?”
F i g u r e
2 - 4
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Workplace Trends and Job
Performance
Statistics from the U.S. Department of
Labor confirm the rise of knowledge
work , in that jobs involving cognitive
activity are becoming more prevalent than jobs involving physical activity.
Service work
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Performance Management
Management by ob ject ives
Behaviorally anchored rat ing scales
360 degree feedback
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Behaviorally Anchored Rating
Scales (BARS)
Job: Customer Service Representative
Dimension: Valuing People
Makes time for distraught coworkers. Confronts staff who belittle others.
Sends cards or visits seriously ill coworkers. Encourages others to raise
Treats all people politely, Listens attentively when others are talking.
Interrupts others before they finish speaking. Laughs when others are put
Tells racially or ethnically derogatory jokes. Plays harmful pranks on coworkers.
5
4
3
2
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issues or concerns.
down or ridiculed.
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Discussion Question
Has anyone here been through a 360-
degree appraisal process?
How did it make you feel?
How do you like the idea of your peers
evaluating your performance?
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Takeaways
Job performance is the set of employeebehaviors that contribute to organizational goalaccomplishment. Job performance has threedimensions: task performance, citizenship
behavior, and counterproductive behavior.
Task performance includes employee behaviorsthat are directly involved in the transformation oforganizational resources into the goods orservices that the organization produces.Organizations gather information about relevanttask behaviors using job analysis.
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Takeaways, Cont’d
Citizenship behaviors are voluntary
employee activities that may or may not be
rewarded but that contribute to the
organization by improving the overallquality of the setting in which work takes
place.
Counterproductive behaviors are employeebehaviors that intentionally hinder
organizational goal accomplishment.
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Takeaways, Cont’d
A number of trends have affected job
performance in today’s organizations,
including the rise of knowledge work and
the increase in service jobs.
The MBO, BARS, and 360 degree
feedback practices are three ways that
organizations can use job performanceinformation to manage employee
performance.