Term
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Definition
| the value of the set of employee behaviors that contribute either positively or negatively, to organiztaional goal accomplishment |
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Term
Behavior itself, not the consequences or results of behavior
1. good about this distinction?
2. bad about this distinction
1. |
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Definition
1. you have control over the matter
2. more noise |
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Term
| How do we identify relevant behaviors? |
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Definition
Job analysis- generate a list of general job dimensions, specific tasks, rate tasks on frequency and importance, use most critical tasks to define "task importance"
*O*NET |
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Term
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Definition
| employee behaviors that are directly involved in the transformation of organizational resources into the goods/services that the orgnaization produces - explicit obligations an employee must fulfill to receive compensation |
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Term
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Definition
| well-known responses to demands that occur in a normal, routine, or otherwise predictable way |
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Term
| adaptive task performance |
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Definition
| employee responses to task demands that are novel, unusual, or unpredictable-- becoming increasingly important |
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Term
| Occupational Information Network (O*NET) |
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Definition
| online database that includes the characteristics of most jobs in terms of tasks, behaviors, and the required knowledge, skills, and abilities |
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Term
| Job analysis for measuring performance |
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Definition
| used to conducting performance evaluations- some are very short and subjective, while others are comprehensive and specific |
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Term
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Definition
| voluntary employee activities that may or may not be rewarded but contribute to the organization by improving the overall quality of the setting in which work takes place |
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Term
| Interpersonal citizenship behavior |
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Definition
| behaviors that benefit coworkers and colleagues and involve assisting, supporting, and developing other organizational members in a way that goes beyond normal job expectations ie helping (assisting, aiding, showing the ropes), courtesy (keeping coworkers informed about matters relevant to them) and sportsmanship (maintaining a good attitude w coworkers, even when they've done something annoying or when the unit is going through tough times) |
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Term
| organizational citizenship behaviors |
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Definition
| benefit the larger organization by supporting and defending the company, wokring to improve its operations, and being especially loyal. ie voice (speaking up and offering constructive suggestions for change), civic virtue (participating in the company's operations at a deeper-than-normal level by attending voluntary meetings and functions, reading and keeping up with organizational announcements), and boosterism (representing the organization in a positve way when out in public) |
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Term
| when does citizenship behavior become more vital |
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Definition
| during organizational crisis when beneficial suggestions, deep employee involvement, and positive "public face" are critical |
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Term
| counterproductive behavior |
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Definition
| employee behaviors that intentionally hinder organizational goal accomplishment |
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Term
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Definition
| Behaviors that intentionally harm the organization's assets and possessions, such as sabotage and theft. organizational and serious |
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Term
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Definition
organizational and minor; directed against the organization but focuses specifically on reducing the efficiency of work output such as wasting resources and substance abuse
*wasting resources- most common
*substance abuse- efficiency is compromised |
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Term
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Definition
minor and interpersonal; intentionally disadvantage other individuals rather than the larger organization
gossiping and incivility (communication that is rude, impolite, discourteous, and lacking in good manners) |
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Term
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Definition
serious and interpersonal; hostile verbal and physical actions directed toward other employees
*harassment-subjected to unwanted physical contact or verbal remarks
*abuse- assualted or endangered |
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Term
| Important points regarding counterproductive behavior |
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Definition
1. people who engage in one form of counterproductive behavior also engages in others
2. relevant to any job
3. sometimes the best task performers are the ones who can get away with counterproductive actions |
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Term
| knowledge work on the rise |
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Definition
| jobs involving cognitive activity - more fluid and dynamic |
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Term
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Definition
costs of bad task performance are more immediate and more obvious
greater premium on high levels of citizenship behavior and low levels of counterproductive behavior |
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Term
| management by objectives (MBO) |
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Definition
management philosophy that bases an employee's evaluations on whether the employee achieve specific performance goals
-best with quantifiable goals |
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Term
| behaviorally anchored rating scales (BARS) |
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Definition
assess performance by directly assessing job performance behaviors
"critical incidents"= short descriptions of effective an ineffective behaviors- to create a measurement instrument that managers can use to evaluate employee performance |
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Term
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Definition
involves collecting performance information not just from the supervisor but from anyone else who might have firsthand knowledge about the employee's performance behaviors
disadvantages- vary across sources, weight from each source, may be biased, peers may be unwilling to provide negative info., best suited for improving or developing employee talent and how to improve the areas identified as points of concern. |
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Term
| organizational commitment |
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Definition
| the desire on the part of an employee to remain a member of the organization |
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Term
| 2 goals most managers have for their employees: |
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Definition
1. they perform their job well
2. remain a member of their current organization |
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Term
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Definition
| a process used to identify the sets of behaviors that represent "task performance" for different jobs |
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