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Job Performance - Coggle Diagram

- - - - clients
      - peers
      - line manager
      - direct reports
- - - - advocated an annual job performance review process that drew sharp distinctions between effective and ineffective employees
      - approach to managing the performance of his employees led GE to great success during his tenure
      - focused on goals related to costs, efficiency and operational excellence
    - - employees need to take risks and test new ideas, and incorporate learning from errors into deliverables
      - rather than rating employees each year on a scale that results in labels such as "role model", "strong contributor", or "unsatisfactory", the company has adopted a smartphone app called PD@GE, which facilitates ongoing performance feedback throughout the year
      - recognized that a new set of employee behaviors was necessary
  - - - has freed GE from many of the rigid practices Welch had implemented, including the "rank and drop" performance review system
      - allow employees to post their own performance questions so other employees can give feedback on changes in the company
      - increase annual creativity for employees
      - allow employees to be creative and develop themselves
    - - everyone in the company does not work towards a common goal
      - Expensive, time-consuming, and really inefficient to measure employee performance
      - make the business messy and no one works according to a particular rule
- - - - a manager's focus on results can lead to negative employee behavior in the workplace
      - results are often generated by factors that are beyond the employees' control - product quality, competition, equipment, technology, budget constraints, colleagues, and supervisors, just to name a few
      - employees can contribute more to their organization than the result
      - performance feedback based on results doesn't provide people with the information they need to improve their behavior
  - - - definition
        
        the set of explicit obligations that an employee must fulfill to receive compensation
        
        continue employment
      - consist of
        
        adaptive task performance
        
        creative task performance
        
        routine task performance
    - - definition
        
        as voluntary employee activities that may or may not be rewarded but that contributes to the organization by improving the overall quality of the setting
      - classification
        
        Interpersonal citizenship behavior
        
        helping
        
        assisting employees when they first arrive on the job who have
        
        aiding them with personal matters
        
        showing new ropes
        
        heavy workloads
        
        courtesy
        
        refers to keeping coworkers informed about matters that are relevant to them
        
        sportsmanship
        
        maintain a good attitude with coworkers, even when they've done something annoying
        
        when the unit is going through tough times
        
        organizational citizenship behavior
        
        civic virtue
        
        refers to participating in the company's operations at a deeper- than- normal level by
        
        reading
        
        keeping up with organizational announcements
        
        functions
        
        keeping abreast of business news that affects the company
        
        attending voluntary meetings
        
        booterism
        
        means representing the organization in a positive way when out in public, away from the office, and away from work
        
        voice
        
        involve speaking up and offering constructive suggestions regarding opportunities to improve unit
        
        to address problems that could lead to negative consequences for the organization
    - - definition
        
        as employee behaviors that hindered organizational goal achievement
      - classification
        
        production deviance
        
        wasting resources
        
        substance abuse
        
        political deviance
        
        gossiping
        
        incivility
        
        property deviance
        
        sabotage
        
        thef
        
        personal aggression
        
        harassment
        
        abuse