Chapter 4: Understanding Performance

Question 1

Performance

Answer 1

Are actions and behaviors relevant to the organizations goals, measured in terms of each individuals proficiency (bekwaamdheid).

Question 2

A definition of work performance

Answer 2

Actions or behaviors relevant to the organization’s goals; measured in terms of each individual’s proficiency.

Question 3

Effectiveness

Answer 3

Evaluation of output (result).

Question 4

Productivity

Answer 4

Is the ratio of effectiveness to the cost of achieving that level of effectiveness. A profit margin is a index of productivity.

Behavior vs result discussion. Resuls are often influenced by environment.

Question 5

Campbell’s Determinatns of Job Performance

Answer 5

Is a model of job performance, based on;
-Declarative Knowledge (DK).
- Procedural Knowledge and skills (PKS).
- Motivation.

DK, PKS AND M are determinatns of performance. Cambell’s research identified eight basic performance components.

Question 6

Eight basic performance components

Answer 6

• Job-specific task proficiency: an individual’s capability to perform the core substantive or technical tasks central to the job.
• Non-job-specific task proficiency: An individual’s capacity to perfomr tasks or exacute performance behaviors that are not specific to his or her particular job.
• ** Written and oral communication task proficienc**y: An individual’s proficiency in writing and speaking, independen of the correctness of the subject matter.
• Demonstrating effort: The consistency of an individual’s effort; the frequency with which people will expend extra effort when required; the willigness to keep working under adverse conditions.
• Maintaining personal discipline: The extent to which an individual avoids negative behavior suchs as execessive absenteeism, alcohol or substance abuse, and law or rules infractions.
  **- Facilitating peer and team performance.
• Supervision/leadership.
• Management/administration.**

Question 7

Declarative knowledge (DK)

Answer 7

The knowledge about facts and things; and understanding of a given task’s requirements;
- Facts
- principles
- goals
- self-knowledge

Question 8

Procedural knowledge and skills (PKS)

Answer 8

Knowing how to do things;
- Cognitive skill
- Psychomomtor skill
- Physical skill
- Self-management skill
- Interpoersonal skill

Question 9

Motivation

Answer 9

Choices which indivudlas make;
- Choice to perform
- Level of effort
- Persistence of effort
- The conditions responsible for variations in intensity, persistence, quality and direction of ongoing behavior.

Question 10

Criterion deficiency

Answer 10

Is a situation that occurs when a actual criterion is missing information that is part of the behaviro one is thrying to measure.

Question 11

Cirterion contamination

Answer 11

A situation that occurs when an actual criterion includes information unrelated to the behavior one is trying to measure.

Question 12

Measuring of (multidimensional) work performance

Answer 12

If all aspects of a performance are measured in an ideal world than this is called ultimate criterion (theoretical criterion), but since we can never measure all apsects we settle for an actual criterion (an actual measurement).

Question 13

Task performance

Answer 13

Behavior related to formal job description.

Question 14

Contextual performance

Answer 14

Going beyond what is expected (prosocial behavior);
- Regarding others
- Regarding organization as a whole
- Not a part of the job description

Question 15

What are aspect of contextual performance?

Answer 15

• Personal support (providing support to others), helping and motivating others, cooperating with others.
• Organizational support (supporting the organization), defending and promoting the organization, acting according to organizaitonal rules and procedures, endorsing the mission and goals of the organization.
• Conscientious initiative (taking initiative, presisting with effort despire difficult cirucmstances, taking the initiative in performing tasks that are not officially part of one’s job description.
• Seizing opportunities to develop (e.g. in one’s own time).

Question 16

Organizational citizenship behavior (OCB)

Answer 16

Is behavior that goes beyond what is expected. OCB influenced by organizaitonal factors (politics, autonomy, climate, etc.). OCB can be harmful (example, own initiative in work environment with strict procedures).

There is a correlation between conscientiousness and OCB.

Question 17

Two types of OCB

Answer 17

1. Altruism; Helful behaviors directed towards individuals or gorups within the organization such as offering to help a co-worker who is up against a deadline.
2. Generalized complaince: Behavior that is helpful to the broader organziation such as upholding compnay rules.

Question 18

Counterproductive work behavior

deviant behavior

Answer 18

Voluntary behavior that violets significant organizaitonal norms and threatens the well-being of the organizaiton, its members, or both.

Question 19

CWB model

Answer 19

• Interpersonal deviance
• Organizational deviance, devided in property deviance and production deviance.

Question 20

What are possible causes of CWB?

Answer 20

• Personality traits.
• Perception of unfair treatment
• Dissatisfaction with work

Question 21

What are suggestions for solutions to CWB?

Answer 21

• Prompt and fair applicaiton of punishments.
• Exposing to colleagues that are not engage in counterproductive behavior.
• Training in social and communicative skills.
• Improving mood with humor, empathy.

Question 22

SOD model

other model of CWB

Answer 22

• Behavior done for self-gain.
• Behavior done for organizaitonal gain.
• Behavior that is **destructive **

Question 23

Expert Performance

Answer 23

Performance delivered by people that have at least 10 years of training, at least 4 hours a day, deliberate practice.

Question 24

Adaptive performance component

Answer 24

Includes flexibility, and the ability to adapt to changing circumstances. The eight areas are;
1. Handeling emergencies or crisis situations.
2. Handling work stress.
3. Solving problems creatively.
4. Dealing with uncertan and unpredictable work situations.
5. Learning work tasks, technologies and procedures.
6. Demonstrating interpersonal adaptability.
7. Demonstrating cultural adaptability.
8. Demonstrating physically oreinted adaptability.

Question 25

Job analysis

Answer 25

Process that determines the important tasks of a job and the human attributes necessary to sucessfully perform those tasks.

Question 26

The results of a job analysis can be used for;

Answer 26

• Job description.
• Recruiting
• Training
• Selection
• Compensation
• Promotion/Job assignment
• Work design.

Question 27

Two approaches to job analysis;

Answer 27

• Task-oriented analysis; an apporach that begins with a statement of the actual tasks as well as what is accomplshed by those tasks.
• Worker-oreinted job analysis; An apporach that focuses on the attributes of the worker necessary to accomplish the tasks.

To determine KSAO’s;
- Knowledge
- Skills
- Ability
- Other characterisitcs (personality, interest, traning, experience).