Job Performance Concepts and Measures CHAPTER 2 Job Performance Concepts and Measures © 2019 Wessex Press • Human Resource Selection 9e • Gatewood, Feild, Barrick

Learning Objectives Understand four key dimensions of performance. Know different ways to measure performance. Know when to use single or multiple criteria for validation. Recognize the importance of retaining productive employees through selection. Understand types of withdrawal behaviors and the ways to assess them. Know different types of judgmental ratings used to assess performance. © 2019 Wessex Press • Human Resource Selection 9e • Gatewood, Feild, Barrick

Job Performance Concepts and Measures Applicants who score high on selection tests are predicted to do well in their future job performance What is meant by “job performance”? Traditionally, it has meant task performance, since most jobs involved physical activities An employee’s production was easy to measure Selection tools measured knowledge of topics and tasks © 2019 Wessex Press • Human Resource Selection 9e • Gatewood, Feild, Barrick

Job Performance Concepts and Measures More service and knowledge-sector jobs Concept of job performance and nature of selection tests changed Teams of workers Collaboration required in complex fields Workers think, plan, make observations, draw conclusions, interpret data – not easily measurable © 2019 Wessex Press • Human Resource Selection 9e • Gatewood, Feild, Barrick

Job Performance Concepts and Measures How Job Performance is Viewed Task performance still the primary component of job performance Work characteristics measured include numerous scales of social processes, culture, and work context Three facets of job performance in addition to task performance Organizational citizenship behaviors (OCBs) Adaptive performance (AP) Counterproductive work behaviors (CWBs) © 2019 Wessex Press • Human Resource Selection 9e • Gatewood, Feild, Barrick

Job Performance Concepts and Measures How Job Performance is Measured Count the number of produced items or services rendered Supervisors make judgments on a worker’s job behaviors Type of Selection Measures Used to Predict Job Performance Measuring WRCs with job-knowledge tests and having applicants perform parts of the job continue to be used O*NET database identifies four general categories of characteristics – abilities, occupational interests, work values, work styles Traditional applications expanded to include job- and task-related information © 2019 Wessex Press • Human Resource Selection 9e • Gatewood, Feild, Barrick

Task Performance Production Data The results of work comprising things that can be counted, seen, and compared directly from one worker to another Measures based on the specific nature of the job tasks The variety of measures so great makes it impossible to summarize – see Table 2.1 for examples showing both quantity and quality of production © 2019 Wessex Press • Human Resource Selection 9e • Gatewood, Feild, Barrick

Task Performance © 2019 Wessex Press • Human Resource Selection 9e • Gatewood, Feild, Barrick

Task Performance Judgmental Data An individual familiar with the work of another required to judge this work – usually obtained using a rating scale with numerical values In most cases evaluations done by the immediate supervisor but can be done by others – subordinates, peers, customers © 2019 Wessex Press • Human Resource Selection 9e • Gatewood, Feild, Barrick

Task Performance Judgmental Data Types of judgmental instruments Trait rating scales (a bad method, do not use!) supervisor evaluates a subordinate on personal characteristics Simple behavioral scale (better method, could be used) supervisor rates a subordinate on major or critical tasks of the job BARS or BES (even better method!) BARS (Behaviorally Anchored Rating Scales) BES (Behavioral Expectation Scales) 360-degree feedback (a useful technique for evaluating managers) gathers judgmental information from superiors, peers, subordinate © 2019 Wessex Press • Human Resource Selection 9e • Gatewood, Feild, Barrick

Task Performance © 2019 Wessex Press • Human Resource Selection 9e • Gatewood, Feild, Barrick

Task Performance Judgmental Data Issues with Judgmental Scales Intentional and inadvertent bias by the individual making the judgment Intentional bias – when the rater deliberately distorts the ratings to either be favorable or unfavorable Inadvertent bias (commonly called rater error) – halo, leniency or severity, central tendency May be based on production data © 2019 Wessex Press • Human Resource Selection 9e • Gatewood, Feild, Barrick

Organizational Citizenship Behaviors Not formally part of the job task behaviors but done by the individual to assist other workers or the organization itself Mentoring new workers Assisting other workers Putting extra time and effort into work © 2019 Wessex Press • Human Resource Selection 9e • Gatewood, Feild, Barrick

Organizational Citizenship Behaviors Dimensions of OCBs: Helping behavior Sportsmanship Organizational loyalty Organizational compliance Individual initiative Civic virtue Self-development © 2019 Wessex Press • Human Resource Selection 9e • Gatewood, Feild, Barrick

Organizational Citizenship Behaviors What Prompts OCBs? Linked to organizational commitment, perceptions of fairness, and leader supportiveness Relationship of OCBs with Other Performance Measures Managers influenced by worker’s OCBs, especially judgmental performance evaluations Measurement of OCBs Self-report judgmental scales used; bias? © 2019 Wessex Press • Human Resource Selection 9e • Gatewood, Feild, Barrick

Organizational Citizenship Behaviors © 2019 Wessex Press • Human Resource Selection 9e • Gatewood, Feild, Barrick

Adaptive Performance A deliberate change in the thinking or behavior of an individual because of an anticipated or existing change in the work activities or environment Differences in WRCs can be used to predict differences in AP Both OCBs and AP are facets of job performance and can be included in operational selection programs © 2019 Wessex Press • Human Resource Selection 9e • Gatewood, Feild, Barrick

Adaptive Performance Research work using AP in selection has concentrated on determining WRCs that would predict AP Cognitive complexity – consider and integrate conflicting information Frame changing – alternate between multiple ways of attending to and interpreting problems and solution strategies Resiliency – persist and recover quickly Problem solving – persist and work through details of a problem Learning agility – apply lessons learned from previous experience © 2019 Wessex Press • Human Resource Selection 9e • Gatewood, Feild, Barrick

Adaptive Performance © 2019 Wessex Press • Human Resource Selection 9e • Gatewood, Feild, Barrick

Counterproductive Work Behavior Undesirable performance actions that harm the organization itself and often its employees and customers Any intentional behavior by an employee that is viewed by the organization as contrary to its legitimate interests Integrity tests developed to identify applicants with higher than normal probability of committing CWBs CWBs cost billions of dollars © 2019 Wessex Press • Human Resource Selection 9e • Gatewood, Feild, Barrick

Counterproductive Work Behavior © 2019 Wessex Press • Human Resource Selection 9e • Gatewood, Feild, Barrick

Counterproductive Work Behavior CWBs can be divided into two groups: Actions of deviance toward individuals (ID) Actions toward the organization (OD) OCBs and CWBs are moderately negatively correlated: Two distinct constructs rather than a single continuum Studies regarding the relationship of CWBs to individual and organizational characteristics © 2019 Wessex Press • Human Resource Selection 9e • Gatewood, Feild, Barrick

Employee Withdrawal Behaviors Initiated at the discretion of the work and depict the individual’s detachment from work: Cognitive distancing Physically removing oneself by being disengaged at work Showing up late or not at all – absenteeism Voluntarily severing employment ties Dynamic and influenced by many antecedents, with validated selection procedures: Biographical information Personality Person-organization fit © 2019 Wessex Press • Human Resource Selection 9e • Gatewood, Feild, Barrick

Employee Withdrawal Behaviors © 2019 Wessex Press • Human Resource Selection 9e • Gatewood, Feild, Barrick

Appropriate Characteristics of Job Performance Measures Individualization – must collect data about performance that the individual controls Relevance – must measure production of critical or important parts of job Measurability – must be possible to generate a number that represents the amount or quality of the work performed Variance – scores that are generated must have differences among them © 2019 Wessex Press • Human Resource Selection 9e • Gatewood, Feild, Barrick

Use of Criteria for Validation Single versus Multiple Criteria Use of a single composite measure sees global performance; interpretation relatively simple Job analysis studies identify multiple tasks within jobs, indicative of the multiple aspects of job performance; global measure of performance many not reflect all activities When to Use Each For selection, use composite criterion For research, use multiple scores © 2019 Wessex Press • Human Resource Selection 9e • Gatewood, Feild, Barrick

Use of Criteria for Validation Forming the Single Measure Dollar criterion – what is the value of worker performance to the organizations? Factor analysis – a majority of the separate measures combined into one factor; provides weights that could be applied to each specific measure Expert judgment – must identify the weight of specific performance aspects © 2019 Wessex Press • Human Resource Selection 9e • Gatewood, Feild, Barrick