week2.ppt - Behavioural Outcomes ADMS 2400 Winter 2014 Dr Sabrina Deutsch Salamon Learning Outcomes The three dimensions of job performance Task

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Unformatted text preview: Behavioural Outcomes ADMS 2400 Winter 2014 Dr. Sabrina Deutsch Salamon Learning Outcomes The three dimensions of job performance Task performance Citizenship behaviour Counterproductive and withdrawal behaviour What is Job Performance? ► Job performance - employee behaviours that contribute, either positively or negatively, to the accomplishment of organizational goals Task performance (positively) Citizenship behaviour (positively) Counterproductive behaviour (negatively) Task Performance ► Task performance includes employee behaviours that are directly involved in the transformation of organizational resources into the goods or services that the organization produces. Routine task performance involves well-known or habitual responses by employees to predictable task demands Adaptive task performance, thoughtful responses by an employee to unique or unusual task demands What is Citizenship Behaviour? ► Voluntary employee activities that contributing to organizational goals by improving the context in which work takes place Interpersonal Organizational Types of Citizenship Behaviours Interpersonal Citizenship Behaviour ► Discretionary acts that go beyond normal job expectations to assist, support, and develop co-workers and colleagues Helping Courtesy Sportsmanship Organizational Citizenship Behaviours ► Discretionary behaviours that benefit the larger organization by supporting and defending the company, working to improve its operations, and being especially loyal to it Voice Civic virtue Boosterism 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 Why do employees engage in OCB? Counterproductive Behaviours ► Counterproductive behaviours are discretionary employee behaviours that intentionally hinder organizational goal accomplishment. Directed toward the organization or other individuals Minor or serious Types of Counterproductive Behaviours Counterproductive Behaviours, Cont’d ► Property deviance refers to behaviours that harm the organization’s assets and possessions. Directed toward the organization with serious consequences Sabotage Theft Counterproductive Behaviours, Cont’d ► Production deviance refers to intentionally reducing organizational efficiency of work output. Directed toward the organization with relatively minor consequences Wasting resources Substance abuse Counterproductive Behaviours, Cont’d ► Political deviance refers to behaviours that intentionally disadvantage other individuals rather than the larger organization. Relatively minor consequences Gossiping Incivility Counterproductive Behaviours, Cont’d ► Personal aggression refers to hostile verbal and physical actions directed toward other employees. Relatively serious consequences Harassment Abuse Counterproductive Behaviour, Cont’d ► There is evidence that people who engage in one form of counterproductive behaviour also engage in others. ► Counterproductive behaviour is relevant to any job ► It is often surprising which employees engage in counterproductive behaviour. Withdrawal Behaviour ►A set of actions that employees perform to avoid the work situation ► Withdrawal behaviours may eventually culminate in quitting the organization Why do employees engage in counterproductive behaviour? Why do employees engage in withdrawal behaviour? What Does It Mean to Be a Good Performer? ► Good at the job that falls within job description ► Engages in citizenship behaviours directed at both coworkers and the larger organization ► Refrains from engaging in counterproductive and withdrawal behaviours 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. ► Behaviourally anchored rating scales (BARS) assess performance by directly assessing job performance behaviours. Performance Management, Cont’d ► The 360 degree feedback approach is a performance evaluation system that uses ratings provided by supervisors, co-workers, subordinates, customers, and the employees themselves Case Studies ► Analysis of a case through application of theory ► Some tips: Prepare in advance, read carefully Filter information/issues Answer the question/s Systematic analysis (not opinions) Tips for Case Studies: Common Mistakes ► Lack of support for arguments ► Summary of case information without application of theory or concepts ► Presentation of theory or concepts without application to case information ► Incorrect/weak application of theory or concepts ► Irrelevant analysis Case Studies: Answers to common questions ► ► ► ► Use any format, as long as you communicate your ideas and arguments clearly and effectively. Introduction, conclusion, or general discussion of the case is not required. Assumptions can be made when deemed necessary, as long as the assumptions do not contradict the facts in the case, are stated clearly, and a persuasive rational is given for why they are needed. When asked for recommendations, provide recommendations with a persuasive rationale, based on course content, including analysis of advantages and disadvantages of alternatives. Case: Flexible Packaging Next Class Perception& Individual Differences ► Colquitt et al. Ch. 9 ► McShane & Steen Ch.3 (at the end of customized textbook, pp.361-382 as per number at the bottom of the page) ...
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