Chapter 10 - Productive and Counterproductive Employee Behaviour - Chapter 10 Productive and Counterproductive Employee Behaviour Introduction

Chapter 10 - Productive and Counterproductive Employee Behaviour

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Chapter 10 – Productive and Counterproductive Employee Behaviour Introduction - Counterproductive Work Behaviour (CWB) => big problem for organizations o Eg. Aggression, sabotage, theft, withdrawal (absence, tardiness, turnover) - 3 classes of performance-related behaviour: 1. CWBs 2. Task performance 3. Organizational Citizenship Behaviour (OCB) Task Performance : - Employees must perform their jobs at reasonable level of proficiency - 3 factors that affect task performance: o Ability o Motivation o Organizational constraints Ability - Worker-oriented => determine KSAOs, select people who have the characteristics, train - Nature of job determines the abilities necessary o Cog ability more important for mentally demanding jobs than for simple jobs - Match employee’s ability with job => high satisfaction, high success Motivation - Motivation affected by personal and environmental condition - Efforts to enhance motivation focuses more on environmental than individual selection - In Selection process, more attention towards assessing ability rather than motivation Personal Characteristics - Employee characteristics are relevant to job performance, and affect ability to do the job - Cog ability predicts job performance over wide variety of jobs The “Big Five” (COAEE) - Human personality described by 5 dimensions: o Conscientiousness, Openness to experience, Agreeableness, Extraversion, Emotional stability - Study: Personality is associated with job performance o Conscientiousness is the best predictor - Certain dimensions more correlated in certain jobs o Eg. Extraversion more predictive of success in a sales job than a programmer Locus of Control and Performance - Person’s beliefs about their ability to control reinforcements in their environment
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- Internal : high job motivation, more initiative on job - External : lower job motivation, better on highly-structured tasks that allow for little personal initiative (eg. routine, structured tasks) Age - Stereotype that job performance declines with age => INCORRECT! - Older workers are as productive as young coworkers - Older people engage in more OCB, fewer accidents, less absent/late, better task strategies, better time management, more efficient approaches Environmental Conditions -
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  • Fall '16
  • John Meyer
  • Psychology, Industrial, Organizational, 2660, task performance, Counterproductive Work Behaviour

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