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2.8 Problem 1 (Trends thesedays (globalization (cultural differences),…

- - - - useful if task-related
      - not useful if personal
- - - - acquisitiveness
      - dominance
      - work ethic
      - pursuit of excellence
    - - do not appreciate negative feedback
    - - want/like any kind of feedback
  - - - low self esteem --> expect negative feedback (self- consistency)
      - if high, don't view feedback as a threat
    - - if high, know it can be changed based on feedback
    - - everyone wants positive feedback
  - - - wants to present oneself & one's work place positively
    - - scared of negative rating would decrease employees' motivation
      - protect subordinates
      - to avoid conflict
  - - - positive about own performance
        
        don't really want feedback
      - internal propensity (own judgement)
    - - want external feedback
- - - - altruism, conscientiousness, social aspect
      - similar among jobs
      - something extra & beyond
    - - technical aspect
        
        skill, knowledge etc.
      - vary among jobs
      - usually given
  - - - Transition stage
        
        depends on cognitive abilities
        
        controlled
      - Maintenance
        
        automatized
        
        motivation etc. are more important
  - - - behaviour
    - - result can also be affected by external factors
- - - - can be related to burnout
    - - can be excused/unexcused
      - accidents are only vital for some jobs
  - - - rank-order method
      - paired-comparison method
      - forced-distribution method
    - - behaviourally anchored rating scales
      - behavioural-observation scale
  - - - does not take quality into account
  - - - rater's unwillingness to assign extreme (high or low) ratings
      - may happen when raters are asked to evaluate unfamiliar aspects of performance
    - - the rater assesses a disproportionately large number of ratees as performing well or poorly in contrast to their true level or performance
    - - rater rates based on general impression of performance on one domain
      - can be valid or invalid
- - - - vary between jobs
      - more prescribed
      - in itself is multidimensional
      - constitutes in-role behaviour
      - cognitive abilities, those affect task knowledge
    - - relatively similar across jobs
      - is related to personality and motivation
      - more discretionary
      - extra-role
      - 2 types
        
        behaviours aim primarily at the smooth functioning of the organization as it is at the moment
        
        proactive behaviours (initiative acts)
- - - - job characteristics
        
        influence job performance
        
        small effect size
      - socio- technical work system
        
        both aspects have to be optimized --> more performance
        
        more group & individual performance
    - - role theory
        
        ambiguous/ conflicting roles --> less performance
        
        not much support
      - situational constraints
        
        less info, broken tools etc.
        
        not much support
        
        lack of positive features