Lecture 5: Job performance Flashcards
Task performance
Doing core job tasks and meeting core responsibilities of a job –> relates to organizational performance
Measurements for performance
- Subjective performance ratings (self-ratings/peer or supervisor ratings)
- Objective archival records (sales figures, production records)
Reliability for performance measurements
Higher inter-rater reliability for supervisor ratings than for peer ratings
Covergence between different types of measurement
- Between self and supervisor ratings –> r=.35
- Between self and peer ratings –> r=.36
- Between peer and supervisor ratings –> r=.60
Organizational Citizenship Behavior (OCB)
Contributions to the maintenance and enhancement of the social and psychological context that supports task performance
5 factor OCB model (Organ, 1988)
1) Altruism
2) Conscientiousness
3) Civic virtue
4) Courtesy
5) Sportsmanship
Altruism (in 5 factor OCB model)
Discretionary behaviors that have the effect of helping a specific other person with an organizationally relevent task or problem
Conscientiousness (in 5 factor OCB model)
Discretionary behaviors on the part of the employee that go well beyond the minimum role requirements of the organization, in the areas of attendance, obeying rules, taking breaks and so forth
Civic Virtue (in 5 factor OCB model)
Behavior on the part of an individual that indicates that he/she responsibly participates in, is involved in, or is concerned about the life of the company (keeping up with matters that affect the organization)
Courtesy (in 5 factor OCB model)
Discretionary behavior on the part of an individual aimed at preventing work-related problems with others from occurring (consulting with others before taking action)
Sportsmanship (in 5 factor OCB model)
Willingness of the employee to tolerate less than ideal circumstances without complaining
2 factor model (Williams & Anderson, 1991)
- OCBI = behaviors directed toward the benefit of other individuals (altruism, courtesy,)
- OCBO = behaviors directed toward the benefit of the organization (conscientiousness, civic virtue, sportsmanship)
Predictors of inter-individual differences in performance
- General mental ability (r=.48/.62) –> higher for complex jobs
- Job knowledge (content knowledge r=.50 and procedural knowledge r=.20/.40) –> higher for complex jobs and mediates the effect of general mental ability on job performance
- Job experience (r=.13/.27) –> mostly refer to task performance
- Non cognitive predictors
Non-cognitive predictors of job performance
- Personality –> conscientiousness highest correlation
- Core self-evaluations–> self-esteem, self-efficacy and internal locus of control with correlations around r=.19/.26
Relationship OCB & task performance
-OCBI - performance: r=.47
- OCBO- performance: r=.54
Team-member exchange
Employees’ social exchange with their coworkers (I do something for you, you for me)
Resource Allocation Theory
Time is a scarce resource and limiting factor constraining the performance of distinct aspects of the work role –> curvilinear relationship between OCB and task performance (too much OCB means lack of time, which leads to diminishing task performance
Time management skill
Skill to achieve an effective use of time while performing goal-directed activities –> time management skill moderates the effect of helping behavior on call activity
