Chap002 Detailed OB

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pyright 2011 by The McGraw-Hill Companies, Inc. ll rights reser!e".

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2 JobPerformance

Copyright 2011 by the McGraw-Hill Companies, Inc. All rights resere!.McGraw-Hill"Irwin


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#earning Goals

$hat is %ob per&ormance'

$hat is tas( per&ormance'

How "o organi)ations i"enti&y the beha!iors that

*n"erlie tas( per&ormance' $hat is citi)enship beha!ior'

$hat is co*nterpro"*cti!e beha!ior'

$hat wor(place tren"s are a&&ecting %ob

per&ormance in to"ay+s organi)ations'

How can organi)ations *se %ob per&ormance

in&ormation to manage employee per&ormance'


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$hat is ob er&ormance'

Job performanceis the !al*e o& the set

o& employee beha!iors that contrib*te,

either positi!ely or negati!ely, to

organi)ational goal accomplishment.

Incl*"es beha!iors that are within the control

o& the employees.

laces a bo*n"ary on which beha!iors arean" are not/ rele!ant to %ob per&ormance.


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$hat oes It Mean to be a Goo"

er&ormer'

Task performanceincl*"es employeebeha!iors that are "irectly in!ol!e" in thetrans&ormation o& organi)ational reso*rces

into the goo"s or ser!ices that theorgani)ation pro"*ces.

Citi)enship beha!ior

Co*nterpro"*cti!e beha!ior


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Tas( er&ormance

Routine task performancein!ol!es well-(nownresponses to "eman"s that occ*r in a normal,ro*tine, or otherwise pre"ictable way.3tarting a car

Adaptive task performance, or more commonlya"aptability, in!ol!es employee responses totas( "eman"s that are no!el, *n*s*al, or, at the!ery least, *npre"ictable.!oi"ing a stalle" !ehicle

Creative task performanceis the "egree towhich in"i!i"*als "e!elop i"eas or physicalo*tcomes that are both no!el an" *se&*l.


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AdaptedfromT

able2-1

4eha!iors In!ol!e" in "aptability


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ob nalysis

Many organi)ations i"enti&y tas( per&ormance

beha!iors by con"*cting a"ob anal#sis. list o& the acti!ities in!ol!e" in a %ob is generate".

5bser!ation, inter!iew, s*r!ey6ach acti!ity on this list is rate" by s*b%ect matter

e7perts accor"ing to things li(e the importance an"

&re8*ency o& the acti!ity.

The acti!ities that are rate" highly in terms o& theirimportance an" &re8*ency are retaine" an" *se" to

"e&ine tas( per&ormance.


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er&ormance 9e!iew :ormMens Wearhouse

Table2-2


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5cc*pational In&ormation ;etwor(

The &ccupational 'nformation (et)orkor

5>

online.onetcenter.org/.Tas( in&ormation &rom the "atabase sho*l" be

s*pplemente" with in&ormation regar"ing beha!iorsthat s*pport the organi)ation+s !al*es an" strategy.
http://online.onetcenter.org/http://online.onetcenter.org/http://online.onetcenter.org/http://online.onetcenter.org/


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:light tten"ant 5


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Tas( er&ormance 4eha!iors

Tas( per&ormance beha!iors are not

simply per&orme" !ers*s not per&orme".

ltho*gh poor per&ormers o&ten &ail to

complete re8*ire" beha!iors, it is %*st as

tr*e that the best per&ormers o&ten e7cee"

all e7pectations &or those beha!iors.

Going the e7tra mile


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isc*ssion ?*estions

How important is it to organi)ations that

employees go abo!e an" beyon" their

act*al %ob "*ties'

Is this what separates tr*ly e7ceptional

employees &rom those we might consi"er

a!erage'


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Citi)enship 4eha!ior

@ol*ntary employee acti!ities that may or may

not be rewar"e" b*t that contrib*te to the

organi)ation by impro!ing the o!erall 8*ality o&

the setting in which wor( ta(es place.'nterpersonal

Helping, co*rtesy, sportsmanship

&r+ani,ational@oice, ci!ic !irt*e, boosterism


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Types o& Citi)enship 4eha!iors

Figure2-2


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Interpersonal Citi)enship 4eha!ior

4eha!iors that bene&it cowor(ers an" colleag*es

an" in!ol!e assisting, s*pporting, an"

"e!eloping other organi)ational members in a

way that goes beyon" normal %ob e7pectations.elpin+in!ol!es assisting cowor(ers who ha!e

hea!y wor(loa"s, etc.

Courtes#re&ers to (eeping cowor(ers in&orme" abo*t

matters that are rele!ant to them.Sportsmans.ipin!ol!es maintaining a goo" attit*"e

with cowor(ers, e!en when they+!e "one something

annoying.


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5rgani)ational Citi)enship

4eha!iors 4eha!iors that bene&it the larger organi)ation by

s*pporting an" "e&en"ing the company, wor(ingto impro!e its operations, an" being especiallyloyal to it./oicein!ol!es spea(ing *p an" o&&ering constr*cti!e

s*ggestions &or change.

Civic virtuere8*ires participating in the company+soperations at a "eeper-than-normal le!el.

0oosterismmeans representing the organi)ation in apositi!e way when o*t in p*blic, away &rom the o&&ice,an" away &rom wor(.


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Citi)enship 4eha!iors

9ele!ant in !irt*ally any %ob, regar"less o&the partic*lar nat*re o& its tas(s, an" thereare clear bene&its o& these beha!iors in

terms o& the e&&ecti!eness o& wor( *nitsan" organi)ations.

4ecome e!en more !ital "*ringorgani)ational crises, when bene&icials*ggestions, "eep employee in!ol!ement,an" a positi!e p*blic &ace are critical.


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Co*nterpro"*cti!e 4eha!iors

Counterproductive be.aviorsare employeebeha!iors that intentionallyhin"er organi)ationalgoal accomplishment.ropert# deviancere&ers to beha!iors that harm the

organi)ation+s assets an" possessions.roduction devianceis also "irecte" against the

organi)ation b*t &oc*ses speci&ically on re"*cing thee&&iciency o& wor( o*tp*t.

olitical deviancere&ers to beha!iors that intentionally

"isa"!antage other in"i!i"*als rather than the largerorgani)ation.ersonal a++ressionre&ers to hostile !erbal an"

physical actions "irecte" towar" other employees.


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Types o& Co*nterpro"*cti!e

4eha!iors

Figure2-3


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roperty e!iance

Sabota+erepresents the p*rpose&*l "estr*ction

o& physical e8*ipment, organi)ational processes,

or company pro"*cts.

#aser "iscs, resta*rants T.eftrepresents another &orm o& property

"e!iance an" can be %*st as e7pensi!e as

sabotage i& not more/.Costs organi)ations appro7imately A1B. billion per

year


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ro"*ction e!iance

astin+ resourcesis the most common&orm o& pro"*ction "e!iance, whenemployees *se too many materials or too

m*ch time to "o too little wor(.$or(ing too slowly, ta(ing too many brea(s

Substance abuseis the ab*se o& "r*gsor alcohol be&ore coming to wor( or whileon the %ob.Compromises e&&iciency


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olitical e!iance

ossipin+is ha!ing cas*al con!ersations

abo*t other people in which the &acts are

not con&irme" as tr*e.

Dn"ermines morale

'ncivilit#represents comm*nication that

is r*"e, impolite, "isco*rteo*s, an" lac(ing

in goo" manners.


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ersonal ggression

arassmentocc*rs when employees are

s*b%ecte" to *nwante" physical contact or

!erbal remar(s &rom a colleag*e.

Abuseocc*rs when an employee is

assa*lte" or en"angere" in s*ch a way

that physical an" psychological in%*ries

may occ*r.


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Co*nterpro"*cti!e 4eha!ior, Cont+"

There is e!i"ence that people who engage in one&orm o& co*nterpro"*cti!e beha!ior also engage inothers. 9epresent a pattern o& beha!ior rather than isolate"

inci"ents

Co*nterpro"*cti!e beha!ior is rele!ant to any %ob. It"oesn+t matter what the %ob entailsE there are going tobe things to steal, reso*rces to waste, an" people tobe *nci!il towar".

It is o&ten s*rprising which employees engage inco*nterpro"*cti!e beha!ior.

54 on 3creen Hancoc(


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isc*ssion ?*estion

How m*ch co*nterpro"*cti!e beha!ior

sho*l" a company ha!e to p*t *p with'

$here sho*l" the line be "rawn'


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$hat oes It Mean to 4e a Goo"

er&ormer'

Goo" at the partic*lar %ob tas(s that &allwithin %ob "escription.

6ngages in citi)enship beha!iors "irecte"

at both cowor(ers an" the largerorgani)ation.

9e&rains &rom engaging in the

co*nterpro"*cti!e beha!iors that can soba"ly "amage the climate o& anorgani)ation.


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What Doe it

!ean to be a

"#oodPerformer$%

Figure2-&


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$or(place Tren"s an" ob

er&ormance

3tatistics &rom the D.3. epartment o& #abor con&irmthe rise o& kno)led+e )ork, in that %obs in!ol!ingcogniti!e acti!ity are becoming more pre!alent than

%obs in!ol!ing physical acti!ity.

Service )orkin!ol!es wor( that pro!i"es non-tangiblegoo"s to c*stomers thro*gh "irect electronic, !erbal,

or physical interaction. ro%ections s*ggest that almost 20 percent o& the new %obs

create" between now an" 2012 will be ser!ice %obs. Costs o& ba" tas( per&ormance are more imme"iate an" moreob!io*s.

Maintaining a positi!e wor( en!ironment there&ore becomese!en more !ital.


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pplication= er&ormance

Management

ana+ement b# ob"ectivesM45/ is a

management philosophy that bases an

employee+s e!al*ations on whether the

employee achie!es speci&ic per&ormance goals.4est s*ite" &or managing the per&ormance o&

employees who wor( in conte7ts in which ob%ecti!e

meas*res o& per&ormance can be 8*anti&ie".

0e.aviorall# anc.ored ratin+ scales493/assess per&ormance by "irectly assessing %ob

per&ormance beha!iors.


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Figure2-'

(A)* +ample for !anagerial Job

Performance


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The 3* de+ree feedbackapproach in!ol!es

collecting per&ormance in&ormation not %*st &rom

the s*per!isor b*t &rom anyone else who might

ha!e &irsthan" (nowle"ge abo*t the employee+sper&ormance beha!iors.4est s*ite" to impro!ing or "e!eloping employee

talent.

orced rankin+ &orces managers to ran( all o&their people into one o& three categories= the top

20 percent players/, the !ital mi""le F0

percent 4 players/, or the bottom 10 percent C

players/.

er&ormance Management, cont+"


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Figure2-

ac( $elch+s @itality C*r!e


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Social net)orkin+ s#stems, s*ch as

:aceboo( an" Twitter, ha!e recently been

applie" in organi)ational conte7ts &or the

p*rposes o& "e!eloping an" e!al*atingemployee %ob per&ormance.These types o& systems pro!i"e per&ormance

in&ormation that is m*ch more timely, relati!e totra"itional practices that meas*re per&ormance

8*arterly or e!en yearly.

er&ormance Management, cont+"


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isc*ssion ?*estions

Has anyone here been thro*gh a 0-

"egree appraisal process'

How "i" it ma(e yo* &eel'

How "o yo* li(e the i"ea o& yo*r peers

e!al*ating yo*r per&ormance'


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Ta(eaways

ob per&ormance is the set o& employee beha!iorsthat contrib*te to organi)ational goalaccomplishment. ob per&ormance has three"imensions= tas( per&ormance, citi)enship beha!ior,

an" co*nterpro"*cti!e beha!ior. Tas( per&ormance incl*"es employee beha!iors that

are "irectly in!ol!e" in the trans&ormation o&

organi)ational reso*rces into the goo"s or ser!ices

that the organi)ation pro"*ces. 67amples o& tas(per&ormance incl*"e ro*tine tas( per&ormance,

a"apti!e tas( per&ormance, an" creati!e tas(

per&ormance.


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Ta(eaways, Cont+"

5rgani)ations gather in&ormation abo*t

rele!ant tas( beha!iors *sing %ob analysis

an" 5


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Ta(eaways, Cont+"

Co*nterpro"*cti!e beha!iors are employee

beha!iors that intentionally hin"er organi)ational

goal accomplishment.

n*mber o& tren"s ha!e a&&ecte" %obper&ormance in to"ay+s organi)ations, incl*"ing

the rise o& (nowle"ge wor( an" the increase in

ser!ice %obs.

The M45, 493, 0 "egree &ee"bac(, an"

&orce" ran(ing practices are &o*r ways that

organi)ations can *se %ob per&ormance

i & ti t l &

Documents

Chap002 Detailed OB