Job Performance Flashcards

1
Q

Three Components of Job Performance

A

Task performance, citizenship behavior, counterproductive behavior

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2
Q

Task Performance

A

The behaviors directly involved in transforming organizational
resources into the goods or services an organization produces (Ex. barista - make a latte or clean bathroom)

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3
Q

Three Types of Task Performance

A

Routine, Adaptive, Creative

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4
Q

Routine Task Performance

A

Well-known responses to demands that
occur in a normal, routine, or otherwise
predictable way (Ex. make a latte when someone orders a latte)

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5
Q

Adaptive Task Performance

A

REACTIVE - Employees responses to task demands that are novel, unusual, or unpredictable (Ex. remake a drink when someone sends it back)

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5
Q

Creative Task Performance

A

PROACTIVE - The degree to which employees develop ideas or physical outcomes that are both novel and useful (Ex. advertising easier drinks so more people will get them)

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6
Q

Job Analysis

A
  • Generate a list of general job dimensions
  • Come up with specific tasks within those general dimensions
  • Rate tasks on frequency and importance
    -Use most critical tasks to define “task performance”
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7
Q

Citizenship Behavior

A

Voluntary activities that may or may not be rewarded but that contribute to the organization by improving the quality of the setting where work occurs

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8
Q

Types/Targets of Citizenship Behavior

A

Organizational and Interpersonal

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9
Q

Interpersonal Citizenship Behavior

A

Helping, Courtesy, Sportsmanship

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10
Q

Organizational Citizenship Behavior

A

Voice, Civic Virtue, Boosterism

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11
Q

Examples of Interpersonal Citizenship Behavior

A

Helping: assisting coworkers
Courtesy: informing coworkers of relevant info
Sportsmanship: keeping a good attitude

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12
Q

Examples of Organizational Citizenship Behavior

A

Voice: speaking up and offering suggestions
Civic Virtue: participating beyond mandatory events
Boosterism: speaking positively of organization to others

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13
Q

Counterproductive Behavior

A

Employee behaviors that intentionally hinder organizational goal accomplishment

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14
Q

Examples of Counterproductive Behavior

A

Minor Organizational: Production Deviance (waste resources or substance abuse)
Major Organizational: Property Deviance (sabotage or theft)
Minor Interpersonal: Political Deviance (gossiping or incivility)
Major Interpersonal: Personal Aggression (harassment or abuse)

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15
Q

Evaluating Job Performance

A

Results-Based: achieve good results (ROWE, MBO, Fored-Ranking)
Behavior-Based: demonstrate desired behaviors (BARS, 360 degree feedback)

16
Q

Problems with Performance Evaluations

A
  • Ambiguous Criteria
  • Rater Biases (halo and recency effects)
  • Poor Validity (reward A for hoping for B)
17
Q

Rewarding A while hoping for B

A

Ex. rewarding for speed but hoping for quality
Ex. rewarding for no failures/mistakes but hoping for innovation

18
Q

How to Avoid Problems with Performance Evaluations

A
  • Look for biases
  • Give structured rating criteria
  • Match rewards to desired behaviors carefully
  • Give and receive regular feedback