Lecture 2 Flashcards
job performance
the overall expected value from employees’ behaviors carried out over the course of a set period of time(Motowidlo, Borman, & Schmidt, 1997).
Performance is a property of behavior
(what employees peopledoat work)
Expected value to the organization
–an employee’s behaviors may be distinguished in the extent to which they help or hinder the organization
Task Performance (TP).
These are the actions that directly transform raw materials to goods and services – they are the things that are typically included in job descriptions
Organisational citizenship behaviour(OCB)
is a person’s voluntary commitment within an organization or company that is not part of his or her contractual tasks.
Counterproductive work behavior(CWB)
Counterproductive work behavior(CWB) is employee behavior that goes against the legitimate interests of an organization.
CWB - examples
Absenteeism Bullying Loafing Lateness Sabotage Sexual harassment Substance abuse Theft Turnover Withdrawal
Concepts in Performance Measurement
Uses for performance information Criterion data Employee development Motivation/satisfaction Rewards Promotion Layoff
Performance Management
Emphasizes link between individual behavior & organizational strategies & goals
3 Components of Performance Management
- Definition of performance
- Actual measurement process
- Communication between supervisor & subordinate about individual behavior & organ. expectations
Perceptions of Fairness in Performance Measurement
Factors associated with fairness measurement
- Appraisal frequency “+” related to fairness perceptions
- Joint planning with supervisor to eliminate weaknesses enhances fairness perception
- Supervisor’s knowledge of duties of person being measured
- Supervisor’s knowledge of actual performance of person being rated
Dunning-Krueger Effect
A phenomenon where people with little knowledge or skill think they know more or have more skill than they do. This occurs while simultaneously overlooking and/or underestimating the knowledge and skills of those involved in the task at hand
Perceptions of Fairness in Performance Measurement (cont’d)
- Distributive justice
Fairness of outcomes related to decisions - Procedural justice
Fairness of process by which ratings are assigned & a decision is made - Interpersonal justice
Respectfulness & personal tone of communications surrounding evaluation
: Performance Rating—Process
Rating sources
- Supervisors
- Most common information source
- Many actively avoid evaluation & feedback
Self-Ratings
- Discussion of ratings with supervisor increases perceptions of procedural fairness
- Potential for distortion & inaccuracy
Minimized with supervisor discussion - Conflict of interest if used for administrative purposes
Rating Sources
- Subordinate ratings
Critical that subordinate feedback be kept anonymous - Customer & supplier ratings
Important from business strategy vantage point
Rating Distortions
- Central tendency error
Raters choose mid-point on scale to describe performance when more extreme point is more appropriate - Leniency-severity error
Raters are unusually easy or harsh in their ratings
Halo error
Same rating is assigned to an individual on a series of dimensions, causing the ratings all to be similar; lack of identification of strengths and weaknesses
A “halo” surrounds the ratings
Horn effect is the opposite
Employee more likely to accept negative feedback if he/she believes:
Supervisor has sufficient “sample” of subordinate’s actual behavior
Supervisor & subordinate agree on subordinate’s job duties
Supervisor & subordinate agree on definition of good & poor performance
Supervisor focuses on ways to improve performance
The Beverly Hills syndrome:
General remark: Comparing yourself only with peers
Pen’s ParadeorThe Income Parade
is a concept described in a 1971 book published by Dutch economistJan Pendescribing Income Distribution. The parade is defined as a succession of every person in the economy, with their height proportional to their income, and ordered from lowest to greatest. People with average income would be of average height, and so the spectactor. The Pen’s description of what the spectator would see is a parade of dwarves, and then some unbelievable giants at the very end
Bosman Ruling
Since the Bosman Ruling the salaries in Football exploded. This is because the labourmarket was completely liberalized: football players went to places where they could make the most money.
