Ch. 2 - Job Performance

Question 1

Job Performance

Answer 1

The value of the set of employee behaviours that contribute, either positively or negatively, to organizational goal accomplishment.

Question 2

Is lower profit due to counterproductive behaviour such as wasting resources an indicator of job performance?

Answer 2

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).

Question 3

What categories are relevant to an employee’s job performance?

Answer 3

-Task Performance
-Citizenship Behaviour
-Counterproductive Behaviour

Question 4

Why does high task performance not necessarily lead to a promotion?

Answer 4

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.

Question 5

What are the 3 components of task performance?

Answer 5

-Routine Task Performance
-Adaptive Task Performance
-Creative Task Performance

Question 6

Routine Task Performance

Answer 6

Well-known responses by employees to predictable task demands. Relates to the tasks employees are expected to complete frequently.

Question 7

Adaptive Task Performance

Answer 7

Thoughtful responses by an employee to unique or unusual task demands

Question 8

Creative Task Performance

Answer 8

Ideals and physical outcomes that are both novel (new) and useful

Question 9

List the steps involved in a job analysis

Answer 9

1. List all activities involved in the job
2. Rate each activity based on importance and frequency (done by “subject-matter experts”)
3. Determine which activities have the highest ratings. These are the most important activities to job performance.

Question 10

Citizenship Behaviour

Answer 10

Voluntary activities that may or may not be rewarded, but improve the quality of the workplace.

Question 11

Counterproductive Behaviour

Answer 11

Employee behaviours that intentionally hinder organizational goal accomplishment

Question 12

If you participate in minor counterproductive behaviour, are you more likely to participate in serious counterproductive behaviour?

Answer 12

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.

Question 13

How is counterproductive behaviour related to citizenship behaviour?

Answer 13

Strong negative correlation

Question 14

Organizational Citizenship Behaviour

Answer 14

Going beyond normal expectations to improve operations of the organization, defend it, and be loyal to it. Includes employee voice, civic virtue, and boosterism.

Question 15

Interpersonal Citizenship Behaviour

Answer 15

Going beyond normal job expectations to assist, support, and develop co-workers and colleagues. Includes helping colleagues, courtesy, and sportsmanship.

Question 16

Helping Co-workers

Answer 16

Assisting co-workers who have heavy workloads, aiding them with personal matters, and teaching new co-workers.

Question 17

Courtesy

Answer 17

Keeping co-workers informed about matters that are relevant to them.

Question 18

Sportsmanship

Answer 18

Maintaining a positive attitude with co-workers through good and bad times.

Question 19

Voice

Answer 19

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).

Question 20

Prohibitive Voice

Answer 20

Voicing problems that need to be addressed to prevent potential harm.

Question 21

Promotive Voice

Answer 21

Voicing suggestions that focus on opportunities and initiatives to enhance the organization. Supervisors often react more positively towards promotive voice.

Question 22

Civic Virtue

Answer 22

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.

Question 23

Boosterism

Answer 23

Positively representing the organization when in public and away from work.

Question 24

You recommend the restaurant you work at to your friends because you like the food. Which aspect of citizenship behaviour are you participating in?

Answer 24

Boosterism

Question 25

What are the 4 groupings of counterproductive behaviour?

Answer 25

-Production Deviance
-Property Deviance
-Political Deviance
-Personal Aggression

Question 26

Property Deviance

Answer 26

Behaviours that harm the organization’s assets and possessions.

Includes:
-Sabotage
-Theft

Question 27

Production Deviance

Answer 27

Intentionally reducing organizational efficiency and work output.

Includes:
-Wasting resources (including time!)
-Substance abuse

Question 28

Political Deviance

Answer 28

Behaviours that intentionally disadvantage other individuals.

Includes:
-Gossiping
-Incivility

Question 29

Personal Aggression

Answer 29

Hostile verbal/physical actions directed towards other employees.

Question 30

True/False: There exists a strong negative correlation between task performance and counterproductive behaviour

Answer 30

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.

Question 31

Prosocial Counterproductive Behaviour

Answer 31

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.

Question 32

Give an example of prosocial counterproductive behaviour

Answer 32

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).

Question 33

Knowledge Work

Answer 33

More common than physical work in today’s world. Present in jobs that primarily involve cognitive activity (application of theoretical and analytical knowledge).

Question 34

What tools do organizations use to manage job performance among employees?

Answer 34

-Management by Objectives (MBO)
-Behaviourally anchored rating scales (BARS)
-360-degree feedback
-Forced Rankings
-Social Network Systems

Question 35

Management by Objectives (MBO)

Answer 35

Management philosophy that bases employee evaluations on whether specific performance goals have been met

Question 36

Behaviourally Anchored Rating Scales (BARS)

Answer 36

Measures performance by using critical incidents to create a measure that can be used to evaluate employee performance.

Question 37

360-degree feedback

Answer 37

A performance evaluation system that uses ratings provided by supervisors, co-workers, subordinates, and the employees themselves

Question 38

Forced Ranking

Answer 38

Forces managers to rank their employees into 3 categories: top 20%, vital 70%, and the bottom 10%. Bottom 10% usually face negative consequences.

Question 39

Which performance management system is best suited for improving and developing talent?

Answer 39

360-degree feedback. It provides a balanced & comprehensive examination of performance.