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Flashcards in chapter 2: job performance Deck (13)
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1
Q

two elements of job performance

A

results-based

behaviour

2
Q

results-based job performance

A

performance is often thought to be results-based/objective outcomes

% of retained customers, quarterly sales, etc.

pros:
easy to asses, objective/comparable

cons:
doesn’t capture beyond bottom line
not always controllable

3
Q

behaviour based job performance

A

managers can influence employees to engage in different types of behaviour to have more positive performance

how employee treats customers, sales strategies

4
Q

job performance-behaviours definition

A

employee behaviours that contribute either positively or negatively to the accomplishment of organizational goals

5
Q

job performance behaviours (3)

A

task performance

citizenship behaviours

counter-productive behaviours

6
Q

task performance

A

behaviours that are involve in the transformation of resources into goods or services

included in a job description

routine, adaptive, and creative

7
Q

task performance - routine

A

behaviours you engage in day in and day out, things you’re expected to complete

8
Q

task performance - adaptive

A

things that happen in ‘crisis’ situations

fire alarm during exam for a prof

these things are trained for but doesn’t happen all of the time

9
Q

task performance - creative

A

entrepreneurship setting is very important to this

tech organizations, start-ups, hack days, etc.

10
Q

citizenship behaviours

A

contributing above and beyond expectations

these are voluntary, out of the goodness of own heart

contribute to achieving organizational goals

can be interpersonal or organizational

getting coffee for coworkers, staying late to help close up, etc.

11
Q

citizenship behaviour - subtypes (6)

A

helping: just broadly helping others in the organization
courtesy: being mindful/respectful of others
sportsmanship: being the ray of sunshine in the office, being a good player
voice: bringing issues to management along with solutions

civic virtue: participating in the companies operations more so than expected

boosterism: representing your company positively when outside of work

12
Q

counterproductive behaviours

A

intentional behaviours

hinder the achievement of organizational goals

can be interpersonal or organizational

13
Q

counterproductive behaviours - subtypes (4)

A

property deviance: going out of your way to destroy physical materials, products, etc.

production deviance: wasting resources, taking longer breaks than allotted

political deviance: gossiping, incivility, etc. makes work unpleasant, ruins moral, etc.

personal aggression: all types of harassment ..