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Chapter 2

After reading this chapter, you should be able to answer the following questions:

1) What is job performance

•  Job performance is defined as the set of employee behaviours that contribute, either positively or

negatively, to organizational goal accomplishment.

• Our definition of job performance raises a number of important questions. Specifically, you might

 be wondering which employee behaviours fall under the umbrella heading of “job performance.”

ob performance has three dimensions! tas" performance, citizenship behaviour, and

counterproductive behaviour.

• #as" performance and citizenship behaviour both contribute positively to the organization.

$ounterproductive behaviour contributes negatively to the organizations. #hroughout the rest of

this chapter we will describe the three dimensions of job performance in greater detail.

2) What is tas! performance

• Task performance includes employee behaviours that are directly involved in the transformation

of organizational resources into the goods or services that the organization produces. #as" performance can be categorized into routine tas" performance, adaptive tas" performance, and

creative tas" performance.

•  Routine task performance involves well%"nown or habitual responses by employees to predictable

tas" demands. &n these cases, employees tend to act in a programmed way that varies little from

one instance to another.

•  Adaptive task performance involves thoughtful responses by employees to unique or unusual tas" 

demands.

• Creative task performance is the degree to which individuals develop ideas or physical outcomes

that are both original and useful.

") #ow do organi$ations identify the beha%iours that underlie tas! performance

• 'any organizations identify tas" performance by conducting a  job analysis. (lthough there are

many different ways to conduct a job analysis, most boil down to the following three steps. )irst,

a list of all the activities involved in a job is generated. #his list generally results from data from

several sources, including observations, surveys, and interviews of employees. Second, each

activity on this list is rated by “subject matter e*perts” according to things li"e the importance

and frequency of the activity. #hird, the activities that are rated highly in terms of their

importance and frequency are retained and used to define tas" performance.

• +hen organizations find it impractical to use job analysis to identify the set of behaviours needed

to define tas" performance, they can turn to the National Occupational Classification (NOC) 

database which was created by the government to help describe a wide variety of jobs.

&) What is citi$enship beha%iour

• Citizensip beaviour  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 in

which wor" ta"es place.

• #here are two different types of citizenship behaviour, those that benefit co%wor"ers and those

that benefit the organization.

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Chapter 2

•  !nterpersonal citizensip beaviour  benefits co%wor"ers and colleagues and involves assisting,

supporting, and developing other organizational members in a way that goes beyond normal job

e*pectations. &nterpersonal citizenship behaviour includes!

o  "elpin#  involves assisting co%wor"ers who have heavy wor"loads, aiding co%wor"ers

with personal matters, and showing new employees the ropes when they first arrive on

the job.

o Courtesy refers to "eeping co%wor"ers informed about matters that are relevant to them.

o $portsmansip involves maintaining a good attitude with co%wor"ers, even when they-ve

done something annoying or when the unit is going through tough times.

• Or#anizational citizensip beaviour  benefits the larger organization by supporting and

defending the company, wor"ing to improve its operations, and being especially loyal to it.

Organizational citizenship behaviour includes!

o %oice involves spea"ing up and offering constructive suggestions for change.

o Civic virtue refers to participating in the company-s operations at a deeper%than%normal

level by attending voluntary meetings and functions, reading and "eeping up with

organizational announcements, and "eeping up%to%date with business news that affects the

company.

o

 &oosterism means representing the organization in a positive way when out in public,away from the office, and away from wor".

') What is counterproducti%e beha%iour

• Counterproductive beaviour  is defined as employee behaviours that intentionally hinder

organizational goal accomplishment. #he word intentionally is a "ey aspect of this definition

these are things that employees mean to do, not things they accidentally do. $ounterproductive

 behaviours can be grouped into the following categories!

o /roperty 0eviance  property deviance refers to behaviours that harm the organization-s

assets and possessions. $abota#e represents the purposeful destruction of physical

equipment, organizational processes, or company products. Teft  represents another form

of property deviance.o /roduction 0eviance  production deviance is also directed again the organization but

focuses specifically on reducing the efficiency of wor" output. 'astin# resources is the

most common form of production deviance which occurs when employees use too many

materials or too much time to do too little wor". $ubstance abuse represents another form

of production deviance.

o /olitical 0eviance  political deviance refers to behaviours that intentionally

disadvantage other individuals rather than the larger organization. ossipin#  1casual

conversations about other people in which the facts are not confirmed as true1is one

form of political deviance. !ncivility represents communication that-s rude, impolite,

discourteous, and lac"ing in good manners.

o /ersonal (ggression  personal a##ression is defined as hostile verbal and physical

actions directed toward other employees. "arassment  falls into this category and occurswhen employees are subjected to unwanted physical contact or verbal remar"s from a

colleague. Abuse also falls into this category it occurs when an employee is assaulted or

endangered in such a way that physical and psychological injuries may occur.

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Chapter 2

() #ow can organi$ations use job performance information to manage employee

performance

• 3isted below are four ways that organizations can use job performance information to manage

employee performance!

o 'anagement by Objectives 4'5O6 mana#ement by objectives (&O) is a

management philosophy that bases an employee-s evaluations on whether the employee

achieves specific performance goals. 7ow does '5O wor"8 #ypically, an employee

meets with their manager to develop a set of mutually%agreed upon objectives that aremeasurable and specific. &n addition, the employee and the manager agree on the time

 period for achieving those objectives and the methods used to do so.

o 5ehaviourally (nchored 9ating Scales 45(9S6  beaviourally ancored ratin# scales 

(&AR$) assess performance by directly assessing job performance behaviours. #he 5(9S

approach uses short descriptions of effective and ineffective behaviours to create a

measurement instrument that managers can use to evaluate employee performance.#ypically, supervisors rate several performance dimensions using 5(9S and score an

employee-s overall job performance by ta"ing the average value across all the

dimensions.

o :;<%0egree )eedbac" the *+,-de#ree feedback  approach involves collecting

 performance information, not just from the supervisor, but also from anyone else who

might have first%hand "nowledge about the employee-s performance behaviours. #heseother sources of performance information typically include the employee-s subordinates,

 peers, and customers.

o )orced 9an"ing  forced rankin#  is a performance management system in which

manager-s ran" subordinates relative to one another. One notable forced ran"ing method

is the “vitality curve” used by a"e +elch.

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