formally defined as value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment.
includes employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces.
Routine task performance
involves well-known responses to demands that occur in a normal, routine, or otherwise predictable way.
adaptive task performance
or "adaptability," involves employee responses to task demands that are novel, unusual, or at the very least, unpredictable.
creative task performance
is the degree to which individuals develop ideas or physical outcomes that are both novel and useful
a process by which an organization determines requirements of specific jobs
Occupational Information Network (O'NET)
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.
2nd category of job performance. 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 work takes place.
Interpersonal citizenship behavior
first category of citizenship behavior. These behaviors benefit coworkers and colleagues and involve assisting supporting, developing other organizational members in a way that goes beyond normal job expectations.
Helping (form of interpersonal citizenship behavior)
involves assisting coworkers who have heavy workloads, aiding them with personal matters, and showing new employees the ropes
Courtesy (form of interpersonal citizenship behavior)
refers to keeping coworkers informed about matters that are relevant to them
Sportsmanship (form of interpersonal citizenship behavior)
involves maintaining a good attitude with coworkers, even when they've done something annoying or when the unit i going through tough times.
Organizational citizenship behavior
second category of citizenship behavior. These behaviors benefit the larger organization by supporting and defending the company, working to imp roe its operations, and being especially loyal to it.
form of organizational citizenship behavior. Involves speaking up and offering constructive suggestions for change.
example of organizational citizenship behavior. refers to participating in the company's operations at a deeper-than-normal level by attending voluntary meetings an functions etc
form of organizational citizenship behavior. means representing the organization in a positive way when out in public, away from the office, and away from work.
the tendency of supervisors to consider citizenship behaviors in evaluating overall job performance appeals to hold even across countries with vastly different cultures.
defined as employee behaviors that intentionally hinder organizational goal accomplishment.
counterproductive behavior that harm the organization's assets and possesions
form property deviance. Represents the purposeful destruction of physical equipment, organizational processes, or company products.
represents another form of property deviance.
a counterproductive behavior that is directed against the organization but focuses specifically on reducing the efficiency of work output
the most common form of production deviance, when employees use too many materials or too much time to do too little work.
another form of production deviance.
counterproductive behavior that refers to behaviors that intentionally disadvantage other individuals rather than the larger organization.
Form of political deviance.
form of political deviance in which communication is rude, impolite, discourteous, and lacking in good manners.
A counterproductive behavior that is defined as hostile verbal and physical actions directed toward other employees.
form of personal aggression that occurs when employees are subjected to unwanted physical contact or verbal remarks from a colleagues.
form of personal aggression, occurs when an employee is assaulted or endangered in such a way that physical and psychological injuries may occur.
Jobs that primarily involve cognitive activity versus physical activity
work that provides non-tangible goods to customers through direct electronic, verbal, or physical interaction, accounts for approximately 55% of economic activity in the U.S.
Management by objectives
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 feed back
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 system
popularly known as "rank and yank" or the "dead man's curve." A performance management system in which managers rank subordinates relate to one another