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Job Performance and Behaviors: Task, Citizenship, Deviance, and Analysis, Study notes of Business Management and Analysis

Various aspects of job performance, focusing on task performance, citizenship behavior, and deviance. It discusses the importance of job analysis, the role of the occupational information network, and different types of citizenship and deviant behaviors. The document also introduces management tools like management by objectives, behaviorally anchored rating scales, and 360-degree feedback.

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2013/2014

Uploaded on 12/03/2014

jckaminskijc
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Chapter 2
Job performance – the value of the set of employee behaviors that contribute, either positively or
negatively, to organizational goal accomplishment. It places a boundary on which behaviors are, and are
not, relevant to job performance.
Task performance – includes employee behaviors that are directly involved in the
transformation of organizational resources into the goods or services that the organization
produces. Online job descriptions focus on task performance behaviors.
Routine task performance – involves well known responses to demands that occur
routinely.
Adaptive task performance – involves employee responses to task demands that are
unusual or unpredictable. They are becoming increasingly important.
Job analysis – many organizations identify task performance behaviors by conducting a job analysis. This
involves three steps: a list of activities involved in a job is generated, each of these activities is rated by
“subject matter experts”, and lastly the highest rated activities in terms of importance and frequency
are used to define task performance.
Occupational Information Network (ONET) – an online database that includes the tasks, required
knowledge, skills, and abilities for certain jobs.
Citizenship behavior – voluntary employee activities that may or may not be rewarded but that
contribute to the organization.
Interpersonal citizenship behavior – these behaviors benefit coworkers and involve assisting,
supporting and developing other organizational members in a way that that goes beyond
normal job expectations
Helping – involves assisting coworkers with work
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
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.
Voice – involves speaking up and offering constructive suggestions for change.
Civic virtue – refers to participating in the company’s operations at a deeper-than-
normal level by attending voluntary events and meetings
Boosterism – representing the organization in a positive way when out in public
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Chapter 2 Job performance – the value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment. It places a boundary on which behaviors are, and are not, relevant to job performance. Task performance – includes employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces. Online job descriptions focus on task performance behaviors. Routine task performance – involves well known responses to demands that occur routinely. Adaptive task performance – involves employee responses to task demands that are unusual or unpredictable. They are becoming increasingly important. Job analysis – many organizations identify task performance behaviors by conducting a job analysis. This involves three steps: a list of activities involved in a job is generated, each of these activities is rated by “subject matter experts”, and lastly the highest rated activities in terms of importance and frequency are used to define task performance. Occupational Information Network (ONET) – an online database that includes the tasks, required knowledge, skills, and abilities for certain jobs. Citizenship behavior – voluntary employee activities that may or may not be rewarded but that contribute to the organization. Interpersonal citizenship behavior – these behaviors benefit coworkers and involve assisting, supporting and developing other organizational members in a way that that goes beyond normal job expectations Helping – involves assisting coworkers with work 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 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. Voice – involves speaking up and offering constructive suggestions for change. Civic virtue – refers to participating in the company’s operations at a deeper-than- normal level by attending voluntary events and meetings Boosterism – representing the organization in a positive way when out in public

Counterproductive behavior – employee behaviors that intentionally hinder organizational goal accomplishment Property deviance – refers to behaviors that harm the organization’s assets and possessions Sabotage - the purposeful destruction of physical equipment and organizational processes Theft – Production deviance – reduces the efficiency of work output Wasting resources – most common form of production deviance Substance abuse Political deviance – refers to behaviors that intentionally disadvantage other individuals Gossiping Incivility – communication that’s rude and impolite Personal aggression – hostile verbal and physical actions Harassment – when employees are subjected to unwanted physical contact or verbal remarks Abuse – when an employee is assaulted or endangered Knowledge work – work requiring cognitive work, and analytical knowledge, rather than physical labor 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 – involves collecting performance information from anyone who might have firsthand knowledge about the employee’s performance behaviors Jack Welch Vitality Curve – forces managers to rank employees into top 20%, “vital” 70%, and bottom 10%. 20% of fortune 500 companies use some variation of this system.