chapter 2: job performance. job performance © mcgraw-hill ryerson ltd. 20133 learning goals what...

Chapter 2:Job Performance

Job Performance

© McGraw-Hill Ryerson Ltd. 20133

Learning Goals What is job performance? What is task performance? How do organizations identify the

behaviours that underlie task performance?

What is citizenship behaviour? What is counterproductive behaviour? How can organizations use job

performance information to manage employee performance?


What is Job Performance? Job performance is the value of the

set of employee behaviours that contribute, either positively or negatively, to organizational goal accomplishment. Includes behaviours that are within

the control of the employees. Places a boundary on which

behaviours are (and are not) relevant to job performance.


What Does It Mean to be a “Good Performer?”

Task performance includes employee behaviours that are directly involved in the transformation of organizational resources into the goods or services that the organization produces.

Citizenship behaviour Counterproductive behaviour


Task Performance

Routine task performance involves well-known responses to demands that occur in a normal, routine, or otherwise predictable way. Starting a car

Adaptive task performance, or more commonly “adaptability,” involves employee responses to task demands that are novel, unusual, or, at the very least, unpredictable. Avoiding a stalled vehicle

Creative task performance is the degree to which individuals develop ideas or physical outcomes that are both novel and useful.


Behaviours Involved in Adaptability


Job Analysis Many organizations identify task

performance behaviors by conducting a job analysis. A list of the activities involved in a job is

generated. Observation, interview, survey

Each activity on this list is rated by “subject matter experts” according to things like the importance and frequency of the activity.

The activities that are rated highly in terms of their importance and frequency are retained and used to define task performance.


Performance Review FormCustomer Service Representative at the Bank


National Occupational Classification The National Occupational Classification (or

NOC) is the nationally accepted reference to occupations in Canada. It organizes over 30,000 job titles into 520 job descriptions (http://www5.hrsdc.gc.ca/noc). Another useful resource is the Occupational

Information Network (or O*NET). O*NET is U.S.-based resource that includes job information that would be relevant for many Canadian-based jobs. (http://www.onetonline.org/).

For either NOC or O*NET, task information from these on-line sources should be supplemented with information regarding behaviours that support the organization’s values and strategy.


Task Performance Behaviours Task performance behaviours are not

simply performed versus not performed.

Although poor performers often fail to complete required behaviours, it is just as true that the best performers often exceed all expectations for those behaviours. Going the “extra mile”


Discussion Questions How important is it to organizations that employees go “above and beyond” their actual job duties?

Is this what separates truly exceptional employees from those we might consider “average”?


Citizenship Behaviour

Voluntary employee activities that may or may not be rewarded but that contribute to the organization by improving the overall quality of the setting in which work takes place. Interpersonal

Helping, courtesy, sportsmanship Organizational

Voice, civic virtue, boosterism


Types of Citizenship Behaviours


Interpersonal Citizenship Behaviour Behaviours that benefit coworkers and

colleagues and involve assisting, supporting, and developing other organizational members 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.


Organizational Citizenship Behaviours

Behaviours that benefit the larger organization by supporting and defending the company, working to improve its operations, and being especially loyal to it. Voice involves speaking up and offering

constructive suggestions for change. 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.


Citizenship Behaviours Relevant in virtually any job,

regardless of the particular nature of its tasks, and there are clear benefits of these behaviours in terms of the effectiveness of work units and organizations.

Become even more vital during organizational crises, when beneficial suggestions, deep employee involvement, and a positive “public face” are critical.


Counterproductive Behaviours

Counterproductive behaviours are employee behaviours that intentionally hinder organizational goal accomplishment. Property deviance refers to behaviours that

harm the organization’s assets and possessions. Production deviance is also directed against

the organization but focuses specifically on reducing the efficiency of work output.

Political deviance refers to behaviours that intentionally disadvantage other individuals rather than the larger organization.

Personal aggression refers to hostile verbal and physical actions directed toward other employees.


Types of Counterproductive Behaviours


Property Deviance Sabotage represents the purposeful

destruction of physical equipment, organizational processes, or company products. Laser discs, restaurants

Theft represents another form of property deviance and can be just as expensive as sabotage (if not more). Costs organizations approximately

$14.6 billion per year


Production Deviance Wasting resources is the most

common form of production deviance, when employees use too many materials or too much time to do too little work. Working too slowly, taking too many

breaks Substance abuse is the abuse of

drugs or alcohol before coming to work or while on the job. Compromises efficiency


Political Deviance Gossiping is having casual

conversations about other people in which the facts are not confirmed as true. Undermines morale

Incivility represents communication that is rude, impolite, discourteous, and lacking in good manners.


Personal Aggression Harassment occurs when

employees are subjected to unwanted physical contact or verbal remarks from a colleague.

Abuse occurs when an employee is assaulted or endangered in such a way that physical and psychological injuries may occur.


Counterproductive Behaviour, Cont’d

There is evidence that people who engage in one form of counterproductive behaviour also engage in others. Represent a pattern of behaviour rather

than isolated incidents Counterproductive behaviour is relevant to

any job. It doesn’t matter what the job entails; there are going to be things to steal, resources to waste, and people to be uncivil toward.

It is often surprising which employees engage in counterproductive behaviour.


Discussion Question How much “counterproductive”

behaviour should a company have to put up with? Where should the line be drawn?


So, What Does It Mean to Be a Good Performer? Good at the particular job tasks that

fall within job description. Engages in citizenship behaviours

directed at both coworkers and the larger organization.

Refrains from engaging in the counterproductive behaviours that can so badly damage the climate of an organization.


What Does it Mean to be a

“Good Performer?”


Application: Performance Management 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.


The 360 degree feedback approach involves collecting performance information not just from the supervisor but from anyone else who might have firsthand knowledge about the employee’s performance behaviors. Best suited to improving or developing employee

talent. Forced ranking forces managers to rank all

of their people into one of three categories: the top 20 percent (A players), the vital middle 70 percent (B players), or the bottom 10 percent (C players).

Performance Management, cont’d


Vitality Curve


Social networking systems, such as Facebook and Twitter, have recently been applied in organizational contexts for the purposes of developing and evaluating employee job performance. These types of systems provide

performance information that is much more timely, relative to traditional practices that measure performance quarterly or even yearly.

Performance Management, cont’d


Discussion Questions Has anyone here been through a 360-

degree appraisal process? How did it make you feel?

How do you like the idea of your peers evaluating your performance?


Takeaways Job performance is the set of employee

behaviours that contribute to organizational goal accomplishment. Job performance has three dimensions: task performance, citizenship behaviour, and counterproductive behaviour.

Task performance includes employee behaviours that are directly involved in the transformation of organizational resources into the goods or services that the organization produces. Examples of task performance include routine task performance, adaptive task performance, and creative task performance.


Takeaways, Cont’d

Organizations gather information about relevant task behaviours using job analysis and the National Occupational Classification

Citizenship behaviours are voluntary employee activities that may or may not be rewarded but that contribute to the organization by improving the overall quality of the setting in which work takes place.


Takeaways, Cont’d Counterproductive behaviours are employee

behaviours that intentionally hinder organizational goal accomplishment.

A number of trends have affected job performance in today’s organizations, including the rise of knowledge work and the increase in service jobs.

The MBO, BARS, 360 degree feedback, and forced ranking practices are four ways that organizations can use job performance information to manage employee performance.

chapter 2: job performance. job performance © mcgraw-hill ryerson ltd. 20133 learning goals what...

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