Chapter 2 Flashcards
Job Performance
Employee behaviours that contribute either positively or negatively to the accomplishment of organizational goals
Task Performance
Employee behaviours that are directly involved in the transformation of organizational resources into the goods or services that the organization produces
Routine Task Performance
Well-known or habitual responses by employees to predictable task demands
Adaptive Task Performance
Thoughtful responses by an employee to unique or unusual task demands
Creative Task Performance
Ideals or physical outcomes that are both novel and useful
Job Analysis
A process by which an organization determines requirements of specific jobs
National Occupational Classification (NOC)
A national database of occupations in Canada, organizing over 40,000 job titles into 500 occupational group descriptions
Citizenship Behaviour
Voluntary employee behaviours that contribute to organizational goals by improving the context in which work takes place
Interpersonal Citizenship Behaviour
Going beyond normal job expectations to assist, support, and develop co-workers and colleagues
Helping
Assisting co-workers who have heavy work-loads, aiding them with personal matters, and showing new employees the ropes
Courtesy
Sharing important info with co-workers
Sportsmanship
Maintaining a positive attitude with co-workers through good and bad times
Organizational Citizenship Behaviour
Going beyond normal expectations to improve operations of the organization, defend it, and be loyal to it
Voice
Speaking up to offer constructive suggestions for change, often in reaction to a negative work event
Civic Virtue
Participating in company operations at a deeper-than-normal level through voluntary meetings, readings, and keeping up with news that affects the company
Boosterism
Positively representing the organization when in the public
Counterproductive Behaviour
Employee behaviours that intentionally hinder organizational goal accomplishment
Theft
Stealing company products or equipment
Production Deviance
Intentionally reducing efficiency of work output
Wasting Resources
Using too many materials or too much time to do too little work
Substance Abuse
The abuse of drugs or alcohol before coming to work or while on the job
Political Deviance
Behaviours that intentionally disadvantage other individuals
Gossiping
Casual conversations about other people in which the facts are not confirmed as true
Incivility
Communication that is rude, impolite, discourteous, and lacking in good manners
Personal Aggression
Hostile verbal and physical actions directed toward other employees
Harassment
Unwanted physical contact or verbal remarks from a colleague
Abuse
Employee assault or endangerment from which physical and psychological injuries may occur
Management by objectives (MBO)
A management philosophy that teases employee evaluations on whether specific performance goals have been met
Behaviourally anchored rating scales (BARS)
Use of examples of critical incidents to evaluate an employee’s job performance behaviours directly
360-degree feedback
A performance evaluating system that uses ratings provided by supervisors, co-workers, subordinates, customers and the employees themselves
Forced ranking
A performance management system that forces managers to rank each of their people into one of 3 categories:
1) the top 20%
2) the middle 70%
3) the bottom 10%
Task Performance Components
- routine task performance
- adaptive task performance
- creative task performance
Citizenship Behaviour Components
- interpersonal citizenship behaviour
- organizational citizenship behaviour
Interpersonal Citizenship Behaviour Components
- helping
- courtesy
- sportsmanship
Organizational Citizenship Behaviour Components
- voice
- civic virtue
- boosterism
