lecture 4 Flashcards
Performance
actions or behavior (input)
Effectiveness
Evaluation ıf results of performance (output)
Prdouctivity
Ratiof of effectiveness (output) to cost of achieving that level of effectiveness (input)
Campbell’s model of Job performance
1-Declarative knwoledge (DK)
2-Procedural knowledge & skill
3-Motivation (M)
(If one has motivation but no knowledge = fail)
Ultimate (therotical) criterion
Ideal measure of all relevnat aspects of job performance
Actual criterion
actual measure of job performance obtained ( what we can realistically measure)
Ultimate criterion - actual measure= deficinecy & contamination
Criterion deficiency
when actual criterion is missing information that is pasrt of behavior one is trying to measure.
Criterion contamination
when actual criterion includes information unrelated to the behavior one is trying to measure
Task performance
doing just what is expected
Organizational Citizenship Behavior
Going beyond what is expected
Altruism
Helpful behaviors directed toward individuals or groups within the organization
Generalized compliance
behavior that is helpful to the broader organization.
Randomeness
- besides the input, work and output there is also a random part we might not be aware of. (publishing a paper and becoming famous)
Objective performance measures
Quantitative count of the results of work (working at a factory and counting the outcome)
Judgemental measures
Evaluation of the effectiveness of an individuals’s work
Personnel measures
Typically kept in personnel file (absences, accidents, rate of advancement)
Adaptive performance
Beneficial due to changing nature of work
1-Changing technologies alter work tasks
2- mergers downsizing & corporate restructing
3- Globalization & working in different cultures
Expert practice
Performance exhibited by those who have participated for at least 10 years &have spent average of 4 hours/day in deiberate practice
Deliberate practice
Individualized training on tasks selected by a qualified teacher
Counterproductive employee behavior
Voluntary behavior violatng significant organizational norms & threathening organization its members or both.
-Interpersonal devaince
- Organizational deviance
Common counterproductive behaviors
1- Dishonesty
2- Absenteeism
3-Sabotage
People who feel useless more likely to display counterproductive behaviors.
Job analysis
The process of deciding what tasks your job include.
Task oriented job analysis
Begins with statement of actual tasks & what is accomplished by those tasks
Worker-oriented job analysis
Focuses on attributes of the worker neseccary to accomplish tasks
KSAO’s
1-Knowledge: Collection of discrete, related facts & information about a particular domain
2-Skill: practiced act
3- Ability: Stable capacity to engage in a specific behavior (talent)
4-Other characteristics: interests, personality, etc.
Role of Job analysis in assesment
1-Job analysis
2- Identification of KSAO’s
3-Development of Assement devices
Potential disorting influences in job analysis
1-Desire to make one’s job look more difficult
2- Attemps to provide answers that SME thinks job analyst wants
How job analysis is done?
1-Obseervation
2-Interviews: Incumbent, Supervisor
3- Critical incidents & work diaries
4-Questionnaires/ surveys
5-Performin the job
Job evaluation
Method for making internal pay decisions by comparing job titles to one another &determining their relative merit.
Compensable factors: skills,responsibility, effort& working conditions
