Ch. 2 - Job Performance Flashcards
Job Performance
The value of the set of employee behaviours that contribute, either positively or negatively, to organizational goal accomplishment.
Is lower profit due to counterproductive behaviour such as wasting resources an indicator of job performance?
No, job performance does not account for the consequences/results of a behaviour (eg. lower profit), it just account for the behaviour itself (eg. wasting resources).
What categories are relevant to an employee’s job performance?
-Task Performance
-Citizenship Behaviour
-Counterproductive Behaviour
Why does high task performance not necessarily lead to a promotion?
Promotions are often given to employees with strong soft skills (high citizenship behaviour, low counterproductive behaviour).
Employees with high task performance are replaceable while employees with good soft skills are hard to come by.
What are the 3 components of task performance?
-Routine Task Performance
-Adaptive Task Performance
-Creative Task Performance
Routine Task Performance
Well-known responses by employees to predictable task demands. Relates to the tasks employees are expected to complete frequently.
Adaptive Task Performance
Thoughtful responses by an employee to unique or unusual task demands
Creative Task Performance
Ideals and physical outcomes that are both novel (new) and useful
List the steps involved in a job analysis
- List all activities involved in the job
- Rate each activity based on importance and frequency (done by “subject-matter experts”)
- Determine which activities have the highest ratings. These are the most important activities to job performance.
Citizenship Behaviour
Voluntary activities that may or may not be rewarded, but improve the quality of the workplace.
Counterproductive Behaviour
Employee behaviours that intentionally hinder organizational goal accomplishment
If you participate in minor counterproductive behaviour, are you more likely to participate in serious counterproductive behaviour?
Yes, even though people who gossip (minor) may not steal from the company (serious), there is a strong correlation between minor counterproductive behaviour and serious counterproductive behaviour.
How is counterproductive behaviour related to citizenship behaviour?
Strong negative correlation
Organizational Citizenship Behaviour
Going beyond normal expectations to improve operations of the organization, defend it, and be loyal to it. Includes employee voice, civic virtue, and boosterism.
Interpersonal Citizenship Behaviour
Going beyond normal job expectations to assist, support, and develop co-workers and colleagues. Includes helping colleagues, courtesy, and sportsmanship.
Helping Co-workers
Assisting co-workers who have heavy workloads, aiding them with personal matters, and teaching new co-workers.
Courtesy
Keeping co-workers informed about matters that are relevant to them.
Sportsmanship
Maintaining a positive attitude with co-workers through good and bad times.
Voice
Speaking up to offer constructive suggestions for change, often in reaction to a negative work event. Include promotive voice and prohibitive voice (equally important to organizational effectiveness).
Prohibitive Voice
Voicing problems that need to be addressed to prevent potential harm.
Promotive Voice
Voicing suggestions that focus on opportunities and initiatives to enhance the organization. Supervisors often react more positively towards promotive voice.
Civic Virtue
Participating in company operations at a deeper than normal level through voluntary meetings, and reading/keeping up with organizational announcements and news that affects the company.
Boosterism
Positively representing the organization when in public and away from work.
You recommend the restaurant you work at to your friends because you like the food. Which aspect of citizenship behaviour are you participating in?
Boosterism
What are the 4 groupings of counterproductive behaviour?
-Production Deviance
-Property Deviance
-Political Deviance
-Personal Aggression
Property Deviance
Behaviours that harm the organization’s assets and possessions.
Includes:
-Sabotage
-Theft
Production Deviance
Intentionally reducing organizational efficiency and work output.
Includes:
-Wasting resources (including time!)
-Substance abuse
Political Deviance
Behaviours that intentionally disadvantage other individuals.
Includes:
-Gossiping
-Incivility
Personal Aggression
Hostile verbal/physical actions directed towards other employees.
True/False: There exists a strong negative correlation between task performance and counterproductive behaviour
False. There is only a weak negative correlation. The best task performers may engage in counterproductive behaviour because they are less likely to be punished for it.
Prosocial Counterproductive Behaviour
Workplace behaviours intended to benefit others or the organization, but are also counterproductive because they violate norms, rules, policies, or laws. Thus, these behaviours could potentially harm the organization.
Give an example of prosocial counterproductive behaviour
Covering up a colleague’s mistake to prevent them from getting fired (helps your colleague but potentially hurts the organization depending on the severity of the mistake).
Knowledge Work
More common than physical work in today’s world. Present in jobs that primarily involve cognitive activity (application of theoretical and analytical knowledge).
What tools do organizations use to manage job performance among employees?
-Management by Objectives (MBO)
-Behaviourally anchored rating scales (BARS)
-360-degree feedback
-Forced Rankings
-Social Network Systems
Management by Objectives (MBO)
Management philosophy that bases employee evaluations on whether specific performance goals have been met
Behaviourally Anchored Rating Scales (BARS)
Measures performance by using critical incidents to create a measure that can be used to evaluate employee performance.
360-degree feedback
A performance evaluation system that uses ratings provided by supervisors, co-workers, subordinates, and the employees themselves
Forced Ranking
Forces managers to rank their employees into 3 categories: top 20%, vital 70%, and the bottom 10%. Bottom 10% usually face negative consequences.
Which performance management system is best suited for improving and developing talent?
360-degree feedback. It provides a balanced & comprehensive examination of performance.
