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refers to hostile verbal and physical actions directed toward other employees (harassment, abuse)oHarassment –occurs when employees are subjected to unwanted physical contact or verbal remarks from a colleagueoAbuse –occurs when an employee is assaulted or endangered in such a way that physical or psychological injuries may occur There’s evidence that people who engage in one form of counterproductive behavioralso engage in othersKnowledge work: in that jobs involving cognitive activity are becoming more prevalent than jobs involving physical activityService work: work that provides non-tangible goods to customers through direct electronic, verbal, or physical interaction (20% of the new jobs are service jobs)(MBO) Management by objectives: a management philosophy that bases an employee’s eval on whether the employee achieves specific performance goalsoManagement and employee work together to set goals (BARS) Behaviorally anchored rating scales: assess performance by directly assessing job performance behaviors360-degree feedback: involves collecting performance info not just from the supervisor but from anyone else who might have firsthand knowledge about the employee’s performance behaviorsoFeedback from everyoneForced ranking:forces managers to rank all of their people into one of three categories: the top 20%, the vital middle 70%, or the bottom 10% oBell shaped curve – Jack Welch’s Vitality curveSocial networking systems: like Facebook and Twitter, have recently been applied in org. contexts for the purposes of developing and evaluating employee job performanceChapter 3Organizational commitment: defined as the desire on the part of an employee to remain amember of the org.oInfluences whether an employee stay a member of the org. (is retained) or leaves to pursue another job (turns over)oRetention rate: when someone staysoTurnover rate: when someone leaves the companyAffective commitment: an employee’s desire to remain a member of an org. due to a feeling of emotional attachment – stay because I want too“She’s committed” “he’s loyal”Continuance commitment:an employee’s desire to remain a member of an org. due to an awareness of the costs of leaving – need to stayoProfit associated with staying and a cost associated with leaving
oMore passive form of loyaltyNormative commitment:an employee’s desire to remain a member of an org. due to a feeling of obligation – ought to stayoFeels “right and moral”oEx. the company invested in a lot of training for the employee, feels obligationFocus of commitment: refers to various people, places and things that can inspire a desire to remain a member of an org.Erosion model: suggests that employees with fewer bonds will be most likely to quit the organization (ex. lonely kid at lunch)Social influence model: suggests that employees who have direct linkages with “leavers” will themselves become more likely to leaveEmbeddedness: summarizes a person’s links to the org. and the community, his sense of fit