Chapter 2 Job Performance McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

Slide 2-2 Learning Goals  What is the definition of job performance? What are the three dimensions of job performance?  What is task performance? How do organizations identify the behaviors that underlie task performance?  What is citizenship behavior, and what are some specific examples of it?  What is counterproductive behavior, and what are some specific examples of it?  What workplace trends affect job performance in today’s organizations?  How can organizations use job performance information to manage employee performance?

Slide 2-3 What is Job Performance?  Job performance - the value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment.  Includes behaviors that are within the control of the employees.

Slide 2-4 A “Good Performer”  Task performance  Citizenship behavior  Counterproductive behavior  OB on Screen  Monsters, Inc.

Slide 2-5 Task 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.  Routine task performance involves well-known responses to demands that occur in a normal, routine, or otherwise predictable way.  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.  Avoiding a stalled vehicle

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

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

Slide 2-8 Performance Review Form Men’s Wearhouse (TMW) Table 2-1

Slide 2-9 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 (  Task information from the database should be supplemented with information regarding behaviors that support the organization’s values and strategy.

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

Slide 2-11 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.  Going the “extra mile”

Slide 2-12 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 2-13 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.  Interpersonal  Helping, courtesy, sportsmanship  Organizational  Voice, civic virtue, boosterism

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

Slide 2-15 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.  Helping involves assisting coworkers who have heavy workloads, etc.  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.

Slide 2-16 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.  Voice involves speaking up and offering constructive suggestions for change.  Civic virtue requires participating in the company’s operations at a deeper-than-normal level  Boosterism means representing the organization in a positive way when out in public, away from the office, and away from work.

Slide 2-17 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 2-18 Counterproductive Behaviors  Counterproductive behaviors are employee behaviors that intentionally hinder organizational goal accomplishment.  Property deviance refers to behaviors that harm the organization’s assets and possessions.  Production deviance is also directed against the organization but focuses specifically on reducing the efficiency of work output.  Political deviance refers to behaviors that intentionally disadvantage other individuals rather than the larger organization.  Personal aggression refers to hostile verbal and physical actions directed toward other employees.

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

Slide 2-20 Property Deviance  Sabotage represents the purposeful destruction of physical equipment, organizational processes, or company products.  Laser discs, restaurants  Theft represents another form of property deviance and can be just as expensive as sabotage (if not more).  Costs organizations approximately $14.6 billion per year

Slide 2-21 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.  Working too slowly, taking too many breaks  Substance abuse is the abuse of drugs or alcohol before coming to work or while on the job.  Compromises efficiency

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

Slide 2-23 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 2-24 Counterproductive Behavior, Cont’d  There is evidence that people who engage in one form of counterproductive behavior also engage in others.  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.

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

Slide 2-26 What Does It Mean to Be a Good Performer?  Good at the job that falls 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 2-27 What Does it Mean to be a “Good Performer?” Figure 2-4

Slide 2-28 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 the creation of a service rather than a good or product and involves direct verbal or physical interactions with customers.  Projections suggest that almost 20 percent of the new jobs created between now and 2012 will be service jobs.  Costs of bad task performance are more immediate and more obvious.  Maintaining a positive work environment therefore becomes even more vital.

Slide 2-29 Performance Management  Management by objectives (MBO) is a management philosophy that bases an employee’s evaluations on whether the employee achieves specific performance goals.  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 2-30 Behaviorally Anchored Rating Scales (BARS) Job:Customer Service Representative Dimension:Valuing People Makes time for distraught coworkers. Confronts staff who belittle others. Sends cards or visits seriously ill coworkers. Encourages others to raise Treats all people politely, Listens attentively when others are talking. Interrupts others before they finish speaking. Laughs when others are put Tells racially or ethnically derogatory jokes. Plays harmful pranks on coworkers issues or concerns. down or ridiculed.

Slide 2-31 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.  Best suited to improving or developing employee talent.

Slide 2-32 Discussion Questions  Has anyone here been through a 360- degree appraisal process?  How did it make you feel?  How do you like the idea of your peers evaluating your performance?

Slide 2-33 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. Organizations gather information about relevant task behaviors using job analysis.

Slide 2-34 Takeaways, Cont’d  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.  Counterproductive behaviors are employee behaviors that intentionally hinder organizational goal accomplishment.

Slide 2-35 Takeaways, Cont’d  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, and 360 degree feedback practices are three ways that organizations can use job performance information to manage employee performance.