1. Slide 2-1 Starter Question What makes for a truly exceptional employee? Where do you draw the line with a bad employee? How bad must they be?

2. Slide 2-2 What is Job Performance? Job performance – does an employee perform his/her job well. Do they the contribute positively or negatively to the organization – organizational citizenship  Includes behaviors that are within the control of the employees, rather than outcomes, which are the results of 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.  Routine task performance is predictable, normal, routine tasks  Adaptive task performance (aka, adaptability) is novel, unusual, unpredictable tasks Job task analysis identifies activities involved in or required for a specific job. This analysis forms the basis for:  Job descriptions  Performance reviews  Training

3. Slide 2-3 Organizational & Interpersonal Citizenship Behaviors Organizational citizenship benefits the larger organization by supporting and improving the organization.  Voice involves speaking up and offering constructive change suggestions.  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. Interpersonal citizenship benefits coworkers by assisting, supporting, and developing them 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.

4. Slide 2-4 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  Sabatoge and theft  Production deviance is also directed against the organization but focuses specifically on reducing the efficiency of work output.  Wasting resources, being inefficient  Political deviance refers to behaviors that intentionally disadvantage other individuals rather than the larger organization.  Gossiping, incivility  Personal aggression refers to hostile verbal and physical actions directed toward other employees.  Harassment and abuse

5. Slide 2-5 What Does It Mean to Be a Good Performer? Good at the job that falls within job description. Engages in citizenship behaviors Refrains from counterproductive behaviors How do we assess good performers?  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.  360 degree feedback involves collecting performance information anyone who might have firsthand knowledge about the employee’s performance  Best suited to improving or developing employee talent.