Job Performance
definition and its aspects
definition
its aspects
is the set of employee behaviors that contribute to the accomplishment of organizational goals
is a measured by behavior, not results
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
task performance
citizenship behavior
counterproductive behavior
definition
consist of
the set of explicit obligations that an employee must fulfill to receive compensation
continue employment
adaptive task performance
creative task performance
routine task performance
definition
classification
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
Interpersonal citizenship behavior
organizational citizenship behavior
helping
courtesy
sportsmanship
assisting employees when they first arrive on the job who have
refers to keeping coworkers informed about matters that are relevant to them
maintain a good attitude with coworkers, even when they've done something annoying
when the unit is going through tough times
aiding them with personal matters
showing new ropes
heavy workloads
civic virtue
booterism
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
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
means representing the organization in a positive way when out in public, away from the office, and away from work
definition
classification
as employee behaviors that hindered organizational goal achievement
production deviance
political deviance
property deviance
personal aggression
sabotage
thef
wasting resources
substance abuse
gossiping
incivility
harassment
abuse
influence of factors
motivation
trust, trustic & ethics
stress
learning & decision making
job satisfaction
trends affecting
the rise of knowledge work
the rise of service jobs
the expectations for completing knowledge work become more ambitious
knowledge work can become overwhelming for employees, and as a consequence, employees' behavior needs to change, they need to be more creative and flexible
positive working attitude, dedicated customer care, flexible and creative use, enthusiasm to help customers and co-workers, their job performance will be high. if not, it will be low
as with the workplace, maintaining a healthy work environment in the service industry can positively influence the behavior of employees
tools with which organizations use performance information to manage job performance
BARS
360 evaluation
MBO
forced ranking
MBOs are best suited for managing employee performance working in contexts where objective measures of performance can be quantified
fair
good
poor
excellent
self
clients
peers
line manager
direct reports
20% high performers
10% low performers
70% average performers
case study
overview
CEO named Jack Welch
Jeff Immelt
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
analysis
advantages
disadvantages
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
solve the problem
to reduce potential anxieties Jeff Immelt can add a performance review feature to the PD@GE app
Immelt organizes many discussions for managers about new products. Managers will motivate and motivate their employees to develope more new products