1. Defining job performance

2. Job performance basics
Job performance relates to what employees do
Results (effectiveness) a separate issue: often due to factors beyond employee’s control (economy, customers, coworkers, etc.)
Productivity: ratio of results (effectiveness) to the cost of achieving that effectiveness
Performance is:
Evaluative: can be judged in terms of whether they are good or bad for helping individual, unit, and organization meet goals
Example: can rate employee on their written communication
Multidimensional: many different kinds of behaviors that can be examined
Example: teamwork, adaptive behaviors, task behaviors, etc.

3. Determinants of Performance
Performance determined by 3 things (Campbell et al., 1993):
Declarative knowledge: knowledge about facts and things
Example: What the laws are related to adverse impact, the advantages of a person-oriented work analysis compared to a work-oriented work analysis
Procedural knowledge: knowledge about how to do things
Example: how to run an ANOVA in SPSS, how to conduct training for new employees
Motivation: choices about:
Whether to work on something: Should I work on this report?
How hard to work on something: Should I try really hard to fix the results section of this report?
How long to work on something: Should I work for one hour or three hours on this report?

4. Determinants of Performance
Performance = declarative knowledge x procedural knowledge x motivation
If any component of this is 0, then performance will also be 0 (i.e., performance will suffer)
Example: if you know the theory behind ANOVA and are really motivated to run some ANOVAs for a report at work, but don’t know how to run them in SPSS (your organization’s only stats software), your performance on the task “run analyses for technical reports” will be poor

5. Determinants of Performance
If performance is poor, need to identify why it’s poor
If employee is lacking knowledge or skills to perform a task, they need additional training
If employee is lacking motivation, their motivation needs to be increased (through better goals, better job design, etc.)

6. Non-task performance: OCB
Organizational citizenship behavior (OCB): behavior that goes beyond what is expected
3 kinds of OCB (Borman, 2004):
Personal support: helping others in the organization
Example: teaching a coworker how to run an EFA in SPSS
Organizational support: supporting and standing behind the organization: loyalty
Example: correcting friend when she says something negative and incorrect about the organization
Conscientious initiative: putting in extra effort as needed
Example: coming in to work 1 hour early to get a head start on an important presentation

7. Non-task Performance: CWB
Counterproductive work behaviors (CWB): voluntary behavior that violates organizational norms and threatens organization, its members, or both
2 general categories (Sackett & Devore, 2001):
Interpersonal deviance: directed at individuals
Example: Spreading gossip about an employee’s alleged affair with his supervisor
Organizational deviance: directed at the organization
Property deviance: harming organizational property
Example: stealing computer from office
Production deviance: harming production processes
Example: doing purposefully sloppy work on report

8. Campbell’s 8-factor model of Job Performance
Antecedents of performance: declarative knowledge, procedural knowledge, and motivation
Job-specific task proficiency
Non-job-specific task proficiency
Written and oral communication
Demonstrating effort
Maintaining personal discipline
Facilitating peer and team performance
Supervision/leadership
Management/administration

9. Campbell’s Model
Job-specific task proficiency: doing the tasks the job requires
Example: Analyzing data for technical reports
Non-job-specific task proficiency: doing things not specific to your job
Example: Creating expense report at end of month
Written and oral communication: proficiency in writing and speaking
Example: Giving coherent presentation about results of validation study to clients
Demonstrating effort: consistency of effort, and willingness to expend extra effort if needed
Example: Staying late to help plan the pilot test of a new training program you’re in charge of

10. Campbell’s Model
Maintaining personal discipline: avoiding negative behavior and obeying laws and rules
Example: Refraining from shouting at an annoying coworker
Facilitating peer and team performance: helping to coordinate, support, and direct work group
Example: Resolving a conflict between team members about how to analyze ordinal data
Supervision/leadership: influencing behavior of subordinates
Example: meeting with subordinate about poor work performance and helping them develop a plan for improvement
Management/administration: administrative activities
Example: hiring new employee to replace one who quit

11. Typical vs. Maximum Performance
Maximum performance: the very best that an employee can do
Example: working 5 14-hour days to make sure that a project is completed and delivered to the client on time
Determined mostly by abilities
Typical performance: what an employee usually does
Example: working 5 8-hour days to chip away at tasks necessary for a new project (with ample lunchtime, chatting, and Facebooking interspersed throughout)
Determined mostly by personality

12. Criterion Deficiency and Contamination
Ultimate criterion: every relevant aspect of job performance that you could ever want to measure
Actual criterion: the aspects of job performance that you actually measure
We want our actual criterion to be as close to the ultimate criterion as possible

13. Criterion Deficiency
Criterion deficiency: our measure of job performance is missing something important
Example: Neglecting to measure technical report writing for a research analyst
Actual criterion
Ultimate criterion

14. Criterion Contamination
Criterion contamination: measuring something that isn’t relevant to the job
Example: measuring technical report writing for research analyst when the network crashed, resulting in the loss of the initial report draft
Actual criterion
Ultimate criterion