Chapter 2 Job Performance Slide 2 1 Copyright

Chapter 2 Job Performance Slide 2 -1 Copyright © 2011 by The Mc. Graw-Hill Companies, Inc. All rights reserved. Mc. Graw-Hill/Irwin Copyright © 2011 by the Mc. Graw-Hill Companies, Inc. All rights reserved.

Learning Goals § What is job performance? § What is task performance? § How do organizations identify the behaviors that underlie task performance? § What is citizenship behavior? § What is counterproductive behavior? § What workplace trends are affecting job performance in today’s organizations? § How can organizations use job performance information to manage employee performance? Slide 2 -2

What is Job Performance? § Job performance is the value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment. ØIncludes behaviors that are within the control of the employees. ØPlaces a boundary on which behaviors are (and are not) relevant to job performance. Slide 2 -3

What Does It Mean to be a “Good Performer? ” § Task performance includes employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces. § Citizenship behavior § Counterproductive behavior Slide 2 -4

Task Performance § Routine task performance involves well-known responses to demands that occur in a normal, routine, or otherwise predictable way. Ø Starting a car § Adaptive task performance, or more commonly “adaptability, ” involves employee responses to task demands that are novel, unusual, or, at the very least, unpredictable. Ø Avoiding a stalled vehicle § Creative task performance is the degree to which individuals develop ideas or physical outcomes that are both novel and useful. Slide 2 -5

Adapted from Table 2 -1 Behaviors Involved in Adaptability Slide 2 -6

Job Analysis § Many organizations identify task performance behaviors by conducting a job analysis. Ø A list of the activities involved in a job is generated. v. Observation, interview, survey Ø Each activity on this list is rated by “subject matter experts” according to things like the importance and frequency of the activity. Ø The activities that are rated highly in terms of their importance and frequency are retained and used to define task performance. Slide 2 -7

Performance Review Form Table 2 -2 Men’s Wearhouse Slide 2 -8

Occupational Information Network § The 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 (http: //online. onetcenter. org). Ø Task information from the database should be supplemented with information regarding behaviors that support the organization’s values and strategy. Slide 2 -9

Figure 2 -1 Flight Attendant O*NET Slide 2 -10

Task Performance Behaviors § Task performance behaviors are not simply performed versus not performed. § Although poor performers often fail to complete required behaviors, it is just as true that the best performers often exceed all expectations for those behaviors. ØGoing the “extra mile” Slide 2 -11

Discussion Questions § How important is it to organizations that employees go “above and beyond” their actual job duties? § Is this what separates truly exceptional employees from those we might consider “average”? Slide 2 -12

Citizenship Behavior § 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 work takes place. ØInterpersonal v. Helping, courtesy, sportsmanship ØOrganizational v. Voice, civic virtue, boosterism Slide 2 -13

Figure 2 -2 Types of Citizenship Behaviors Slide 2 -14

Interpersonal Citizenship Behavior § Behaviors that benefit coworkers and colleagues and involve assisting, supporting, and developing other organizational members in a way that goes beyond normal job expectations. Ø Helping involves assisting coworkers who have heavy workloads, etc. Ø Courtesy refers to keeping coworkers informed about matters that are relevant to them. Ø Sportsmanship involves maintaining a good attitude with coworkers, even when they’ve done something annoying. Slide 2 -15

Organizational Citizenship Behaviors § Behaviors that benefit the larger organization by supporting and defending the company, working to improve its operations, and being especially loyal to it. Ø Voice involves speaking up and offering constructive suggestions for change. Ø Civic virtue requires participating in the company’s operations at a deeper-than-normal level. Ø Boosterism means representing the organization in a positive way when out in public, away from the office, and away from work. Slide 2 -16

Citizenship Behaviors § Relevant in virtually any job, regardless of the particular nature of its tasks, and there are clear benefits of these behaviors in terms of the effectiveness of work units and organizations. § Become even more vital during organizational crises, when beneficial suggestions, deep employee involvement, and a positive “public face” are critical. Slide 2 -17

Counterproductive Behaviors § Counterproductive behaviors are employee behaviors that intentionally hinder organizational goal accomplishment. Ø Property deviance refers to behaviors that harm the organization’s assets and possessions. Ø Production deviance is also directed against the organization but focuses specifically on reducing the efficiency of work output. Ø Political deviance refers to behaviors that intentionally disadvantage other individuals rather than the larger organization. Ø Personal aggression refers to hostile verbal and physical actions directed toward other employees. Slide 2 -18

Figure 2 -3 Types of Counterproductive Behaviors Slide 2 -19

Property Deviance § Sabotage represents the purposeful destruction of physical equipment, organizational processes, or company products. Ø Laser discs, restaurants § Theft represents another form of property deviance and can be just as expensive as sabotage (if not more). Ø Costs organizations approximately $14. 6 billion per year Slide 2 -20

Production Deviance § Wasting resources is the most common form of production deviance, when employees use too many materials or too much time to do too little work. ØWorking too slowly, taking too many breaks § Substance abuse is the abuse of drugs or alcohol before coming to work or while on the job. ØCompromises efficiency Slide 2 -21

Political Deviance § Gossiping is having casual conversations about other people in which the facts are not confirmed as true. ØUndermines morale § Incivility represents communication that is rude, impolite, discourteous, and lacking in good manners. Slide 2 -22

Personal Aggression § Harassment occurs when employees are subjected to unwanted physical contact or verbal remarks from a colleague. § Abuse occurs when an employee is assaulted or endangered in such a way that physical and psychological injuries may occur. Slide 2 -23

Counterproductive Behavior, Cont’d § There is evidence that people who engage in one form of counterproductive behavior also engage in others. Ø Represent a pattern of behavior rather than isolated incidents § Counterproductive behavior is relevant to any job. It doesn’t matter what the job entails; there are going to be things to steal, resources to waste, and people to be uncivil toward. § It is often surprising which employees engage in counterproductive behavior. § OB on Screen Ø Hancock Slide 2 -24

Discussion Question § How much “counterproductive” behavior should a company have to put up with? ØWhere should the line be drawn? Slide 2 -25

What Does It Mean to Be a Good Performer? § Good at the particular job tasks that fall within job description. § Engages in citizenship behaviors directed at both coworkers and the larger organization. § Refrains from engaging in the counterproductive behaviors that can so badly damage the climate of an organization. Slide 2 -26

Figure 2 -4 What Does it Mean to be a “Good Performer? ” Slide 2 -27

Workplace Trends and Job Performance § Statistics from the U. S. Department of Labor confirm the rise of knowledge work, in that jobs involving cognitive activity are becoming more prevalent than jobs involving physical activity. § Service work involves work that provides non-tangible goods to customers through direct electronic, verbal, or physical interaction. Ø Projections suggest that almost 20 percent of the new jobs created between now and 2012 will be service jobs. Ø Costs of bad task performance are more immediate and more obvious. Ø Maintaining a positive work environment therefore becomes even more vital. Slide 2 -28

Application: Performance Management § Management by objectives (MBO) is a management philosophy that bases an employee’s evaluations on whether the employee achieves specific performance goals. Ø Best suited for managing the performance of employees who work in contexts in which objective measures of performance can be quantified. § Behaviorally anchored rating scales (BARS) assess performance by directly assessing job performance behaviors. Slide 2 -29

Figure 2 -5 BARS Example for Managerial Job Performance Slide 2 -30

Performance Management, cont’d § The 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. Ø Best suited to improving or developing employee talent. § Forced ranking forces managers to rank all of their people into one of three categories: the top 20 percent (A players), the vital middle 70 percent (B players), or the bottom 10 percent (C players). Slide 2 -31

Figure 2 -6 Jack Welch’s Vitality Curve Slide 2 -32

Performance Management, cont’d § Social networking systems, such as Facebook and Twitter, have recently been applied in organizational contexts for the purposes of developing and evaluating employee job performance. Ø These types of systems provide performance information that is much more timely, relative to traditional practices that measure performance quarterly or even yearly. Slide 2 -33

Discussion Questions § Has anyone here been through a 360 -degree appraisal process? ØHow did it make you feel? § How do you like the idea of your peers evaluating your performance? Slide 2 -34

Takeaways § Job performance is the set of employee behaviors that contribute to organizational goal accomplishment. Job performance has three dimensions: task performance, citizenship behavior, and counterproductive behavior. § Task performance includes 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 include routine task performance, adaptive task performance, and creative task performance. Slide 2 -35

Takeaways, Cont’d § Organizations gather information about relevant task behaviors using job analysis and O*NET. § Citizenship behaviors are 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 work takes place. Slide 2 -36

Takeaways, Cont’d § Counterproductive behaviors are employee behaviors that intentionally hinder organizational goal accomplishment. § A number of trends have affected job performance in today’s organizations, including the rise of knowledge work and the increase in service jobs. § The MBO, BARS, 360 degree feedback, and forced ranking practices are four ways that organizations can use job performance information to manage employee performance. Slide 2 -37