chapter 2: job performance Flashcards
two elements of job performance
results-based
behaviour
results-based job performance
performance is often thought to be results-based/objective outcomes
% of retained customers, quarterly sales, etc.
pros:
easy to asses, objective/comparable
cons:
doesn’t capture beyond bottom line
not always controllable
behaviour based job performance
managers can influence employees to engage in different types of behaviour to have more positive performance
how employee treats customers, sales strategies
job performance-behaviours definition
employee behaviours that contribute either positively or negatively to the accomplishment of organizational goals
job performance behaviours (3)
task performance
citizenship behaviours
counter-productive behaviours
task performance
behaviours that are involve in the transformation of resources into goods or services
included in a job description
routine, adaptive, and creative
task performance - routine
behaviours you engage in day in and day out, things you’re expected to complete
task performance - adaptive
things that happen in ‘crisis’ situations
fire alarm during exam for a prof
these things are trained for but doesn’t happen all of the time
task performance - creative
entrepreneurship setting is very important to this
tech organizations, start-ups, hack days, etc.
citizenship behaviours
contributing above and beyond expectations
these are voluntary, out of the goodness of own heart
contribute to achieving organizational goals
can be interpersonal or organizational
getting coffee for coworkers, staying late to help close up, etc.
citizenship behaviour - subtypes (6)
helping: just broadly helping others in the organization
courtesy: being mindful/respectful of others
sportsmanship: being the ray of sunshine in the office, being a good player
voice: bringing issues to management along with solutions
civic virtue: participating in the companies operations more so than expected
boosterism: representing your company positively when outside of work
counterproductive behaviours
intentional behaviours
hinder the achievement of organizational goals
can be interpersonal or organizational
counterproductive behaviours - subtypes (4)
property deviance: going out of your way to destroy physical materials, products, etc.
production deviance: wasting resources, taking longer breaks than allotted
political deviance: gossiping, incivility, etc. makes work unpleasant, ruins moral, etc.
personal aggression: all types of harassment ..
