Chapter 2

Question 1

Job Performance (def and 3 dimensions)

Answer 1

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

1) task performance
2) citizenship behavior
3) counterproductive behavior

Question 2

Task Performance (def and 3 types)

Answer 2

employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces

1) Routine task performance
2) adaptive task performance
3) creative task performance

Question 3

Routine task performance

Answer 3

well-known responses to demands that occur in a normal, routine, or otherwise predictable way. i.e. stewardess demonstrating seat belt

Question 4

Adaptive task performance

Answer 4

“adaptability”, employee responses to task demands that are novel, unusual, or, at the very least, unpredictable. i.e. emergency procedures performed by stewardess to save lives

Question 5

Creative task performance

Answer 5

the degree to which individuals develop ideas or physical outcomes that are both novel and useful. (i.e. introduction of the bikini in 1946.)
- Employee creativity is necessary to spark the types of innovations that enable organizations to stay ahead of their competition.

Question 6

Job analysis - 3 steps

Answer 6

1) generate a list of activities involved in the job through observations, surveys and interviews
2) each activity on the list is rated by “subject matter experts”
3) activities that are rated highly in terms of their importance and frequency are retained and used to define task performance. (become learning objectives for training and performance eval systems)

Question 7

Occupational Information Network

Answer 7

O*Net - online database that includes the characteristics of most jobs in terms of tasks, behaviors, and the required knowledge, skills, and abilities.

Question 8

Citizenship behavior (def and 2 types)

Answer 8

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.

1) Interpersonal Citizenship behavior (Helping, Courtesy, Sportsmanship)
2) Organizational Citizenship behavior (Voice, Civic Virtue, Boosterism)

Question 9

Interpersonal citizenship behavior (def and 3 types)

Answer 9

behaviors benefit coworkers and colleagues and involve assisting, supporting, and developing other organizational members in a way that goes beyond normal job expectations.

1) helping
2) courtesy
3) sportsmanship

Question 10

Helping

Answer 10

assisting co-workers who have heavy workloads, aiding them with personal matters, and showing new employees the ropes when they first arrive on the job.

Question 11

Courtesy

Answer 11

keeping coworkers informed about matters that are relevant to them

Question 12

sportsmanship

Answer 12

involves maintaining a good attitude with coworkers, even when they’ve done something annoying or when the unit is going through tough times.

Question 13

Organizational citizenship behavior (def and 3 types)

Answer 13

behaviors that benefit the larger organization by supporting and defending the company, working to improve its operations, and being especially loyal to it.

1) voice
2) civic virtue
3) boosterism

Question 14

Voice

Answer 14

speaking up and offering constructive suggestions for change.

Question 15

Civic virtue

Answer 15

participating in the company’s operations at a deeper-than-normal level by attending voluntary meetings and functions, reading and keeping up with organizational announcements, and keeping abreast of business news that affects the company.

Question 16

Boosterism

Answer 16

representing the organization in a positive way when out in public, away from the office, and away from work

Question 17

Counterproductive behavior (4 types of deviance)

Answer 17

defined as employee behaviors that intentionally hinder organizational goal accomplishment.

1) Property deviance
2) production deviance
3) political Deviance
4) Personal agression

Question 18

Property deviance (def, research shows and 2 types)

Answer 18

behaviors that harm the org’s assets and possessions. Research shows that up to 3/4 of all employees have engaged in counterproductive behaviors such as theft, and the cost of these behaviors is staggering.

1) sabotage - the purposeful destruction of physical equipment, organizational processes, or company products.
2) Theft - another form of property deviance and can be just as expensive as sabotage if not more.

Question 19

Production deviance (def and 2 types)

Answer 19

also directed against the org but focuses specifically on reducing the efficiency of work output

1) wasting resources - most common form of production deviance, when employees use too many materials or too much time to do too little work.
2) substance abuse - If employees abuse drugs or alcohol when on the job or shortly before come to work, then the efficiency of their production will be compromised because their work will be done more slowly and less accurately

Question 20

Political deviance (def and 2 types)

Answer 20

behaviors that intentionally disadvantage other individuals rather than the larger org

1) gossiping - casual conversations about other people in which the facts are not confirmed as true
2) incivility - represents communication that’s rude, impolite, discourteous, and lacking in good manners.

Question 21

personal aggression (def and 2 types)

Answer 21

hostile verbal and physical actions directed toward other employees

1) Harassment - personal aggression and occurs when employees are subjected to unwanted physical contact or verbal remarks from a colleague.
2) abuse - occurs when an employee is assaulted or endangered in such a way that physical and psychological injuries may occur.

Question 22

knowledge work

Answer 22

becoming more prevalent than jobs involving physical activity. In addition to being more cognitive, knowledge work tends to be more fluid and dynamic in nature.

Question 23

service work

Answer 23

work that provides non-tangible goods to customers through direct electronic, verbal, or physical interaction, accounts for apprx 55% of the economic activity in the US and about 20% of new jobs created are service jobs.

Question 24

management by objectives

Answer 24

a management philosophy that bases an employee’s evaluations on whether the employee achieves specific performance goals.

Question 25

behaviorally anchored rating scales

Answer 25

BARS - measures performance by directly assessing job performance behaviors . Uses “critical incidents” - short descriptions of effective and ineffective behaviors - to create a measure that an be used to evaluate employee performance

Question 26

360-degree feedback

Answer 26

collecting performance information not just from the supervisor but from anyone else who might have firsthand knowledge about the employee’s performance behaviors (subordinates, peers, customers).

Question 27

Forced ranking

Answer 27

forces managers to rank all of their employees into categories. (“rank and yank” or the “dead man’s curve”)