What is Job Performance

CH2 OB -What is job performance? is formally defined as the value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment . those behaviors generally fit into three broad categories.5 Two categories are task performance and citizenship behavior, both of which contribute positively to the organization. The third category is counterproductive behavior, which contributes negatively to the organization -Task performance: refers to employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces . Examples of Task performance: -Routine task performance involves well- known responses to demands that occur in a normal, routine, or otherwise predictable way -adaptive task performance, or more commonly “adaptability,” involves employee responses to task demands that are novel, unusual, or, at the very least, unpredictable -creative task performance refers to the degree to which individuals develop ideas or physical outcomes that are both novel and useful How do organizations identify the behaviors that underlie task performance? Many organizations gather information about relevant task behaviors by conducting a job analysis and O*NET. job analysis, most boil down to three steps : 1-First, a list of the activities involved in a job is generated. This list generally results from data from several sources, including observations, surveys, and interviews of employees. 2-Second, each activ- ity on this list is rated by “subject matter experts,” according to things like the importance and frequency of the activity. 3-Third, the activities that are rated highly in terms of their importance and fre- quency are retained and used to define task performance. -Occupational Information Network (or O*NET) is an online database that includes, among other things, the characteristics of most jobs in terms of tasks, behaviors, and the required knowledge, skills, and abilities , O*NET represents only a first step in figuring out the important tasks for a given job. -citizenship behavior:is defined as voluntary employee activities that may or may not be rewarded but that contribute to the organization by improving the overall quality of the setting or context in which work takes place. two categories of citizenship behavior: 1) interpersonal citizenship behavior. Such behaviors benefit coworkers and colleagues and involve assisting, supporting, and developing other organizational members in a way that goes beyond normal job expectations . Examples: -helping :involves assisting coworkers who have heavy workloads, aiding them with personal matters, and showing new employees the ropes when they first arrive on the job . -Courtesy :refers to keeping coworkers informed about matters that are relevant to them . -Sportsmanship :involves maintaining a good attitude with coworkers, even when they’ve done something annoying or when the unit is going through tough times. 2) organizational citizenship behavior. These behaviors benefit the larger organization by supporting and defending the company, working to improve its operations, and being especially loyal to it . Examples: -Civic virtue: refers to participating in the company’s operations at a deeper-than-normal level by attending voluntary meetings and functions, reading and keeping up with organizational announcements, and keeping abreast of business news that affects the company . -Boosterism :means representing the organization in a positive way when out in public, away from the ofÏce, and away from work . -voice :involves speaking up and offering constructive suggestions regarding opportunities to improve unit or organizational functioning . -counterproductive behavior, defined as employee behaviors that intentionally hinder organizational goal accomplishment.( The word “intentionally” is a key aspect of this definition ) 3 types of COUNTERPRODUCTIVE BEHAVIOR : 1-Property deviance refers to behaviors that harm the organization’s assets and possessions. Example: -sabotage represents the purposeful destruction of physical equipment, organizational processes, or company products. -sabotage represents the purposeful destruction of physical equipment, organizational processes, or company products , 2) Production deviance is also directed against the organization but focuses specifically on reducing the efÏciency of work output. Examples: -Wasting resources,:when employees use too many materials or too much time to do too little work. -Substance abuse: represents another form of production deviance. 3) political deviance: refers to behaviors that intentionally disadvantage other individuals rather than the larger organization. Examples: -Gossiping:casual con- versations about other people in which the facts are not confirmed as true is one form of political deviance. -Incivility :represents communication that’s rude, impolite, discourteous, and lacking in good manners. 4) personal aggression:defined as hostile verbal and physical actions directed toward other employees. Examples: -Harassment :falls under this heading and occurs when employees are subjected to unwanted physical contact or verbal remarks from a colleague . -Abuse :also falls under this heading; it occurs when an employee is assaulted or endangered in such a way that physical and psychological injuries may occur. -What workplace trends are affecting job performance in today’s organizations? Trending rise of knowledge work and increase service work. -How can organizations use job performance information to manage employee performance? -Management by objectives (MBO) is a management philosophy that bases an employee’s evaluations on whether the employee achieves specific performance goals . -behaviorally anchored rating scales (BARS) measure performance by directly assessing job performance behaviors . -360-degree feedback approach involves collecting performance information not just from the supervisor but from anyone else who might have firsthand knowledge about the employee’s performance behaviors. -forced ranking involved evaluations that make clear distinc- tions among employees in terms of their job performance . - social networking system this technology has recently been applied in organizational contexts to develop and evaluate employee job performance.