Chapter 2 Flashcards
employee behaviors that contribute either positively or negatively to the accomplishment of organizational goals
job performance
employee behaviors that are directly involve din the transformation of organizational resources into the goods or services that the organization produces
task performance
well known or habitual responses by employees to predictable task demands
routine task performance
thoughtful responses by an employee to unique or unusual task demands
adaptive task performance
the degree to which individuals develop ideas or physical outcomes that are both novel and useful
creative task performance
a process by which an organization determines requirements of specific jobs
job analysis
an online database containing job tasks, behaviors, required knowledge, skills, and abilities
Occupational Information Network (O*NET)
voluntary employee behaviors that contribute to organizational goals by improving the context in which work takes place
citizenship behavior
going beyond normal job expectations to assist, support, and develop coworkers and colleagues
interpersonal citizenship behavior
assisting coworkers who have heavy workloads, aiding them with personal matters, and showing new employees the ropes when they are first on the job
helping
sharing important information with coworkers
courtesy
maintaining a positive attitude with coworkers through good and bad times
sportsmanship
going beyond normal expectations to improve operations of the organization, as well as defending the organization and being loyal to it
organizational citizenship behavior
when an employee speaks up to offer constructive suggestions for change, often in reaction to a negative work event
voice
participation in company operations at a deeper-than-normal level through voluntary meetings, readings, and keeping up with news that affects the company
civic virtue
positively representing the organization when in public
boosterism
employee behaviors that intentionally hinder organizational goal accomplishment
counterproductive behavior
behaviors that harm the organization’s assets and possessions
property deviance
purposeful destruction of equipment, organizational processes, or company products
sabotage
stealing company products or equipment from the organization
theft
intentionally reducing organizational efficiency of work output
production deviance
using too many materials or too much time to do too little work
wasting resources
the abuse of drugs or alcohol before coming to work or while on the job
substance abuse
behaviors that intentionally disadvantage other individuals
political deviance
casual conversations about other people in which the facts are not confirmed as true
gossiping
communication that is rude, impolite, discourteous, and lacking in good manners
incivility
hostile verbal and physical actions directed toward other employees
personal aggression
unwanted physical contact or verbal remarks from a collegue
harassment
employee assault or endangerment from which physical and psychological injuries may occur
abuse
jobs that primarily involve cognitive activity versus physical activity
knowledge work
providing a service that involves direct verbal or physical interactions with customers
service work
a management philosophy that bases employee evaluations on whether specific performance goals have been met
management by objectives (MBO)
use of examples of critical incidents to evaluate an employee’s job performance behaviors directly
behaviorally anchored rating scales (BARS)
involves collecting performance information not just from the supervisor but form anyone else who might have firsthand knowledge about the employee’s performance behaviors
360-degree feedback
a performance management system in which managers rank subordinates relative to one another
forced ranking
