chapter notes.docx

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Published on 20 Apr 2013
School
Queen's University
Department
Commerce
Course
COMM 151
lecture notes 14/01/2013 10:02:00 AM
Week 2
Job performance: extent to which an employee helps an organization to
succeed
3 dimensions
task performance
extent to which you succeed if the task is assigned to you
Organizational citizen behaviour (OCB)
Concerns activities that are not apart of your job description
Activities that help the organization succeed
ex (don’t have to help others, but I choose too)
Counter-productive work behaviour
Chose activity that actively harm the organization
Ex show up late, leave early, steal supplies
Wilful destruction
High level to low level of each dimension
3 types of managers
task performance dominant
counterproductive performance dominant
task and counterproductive performance weighed equally
who are the strongest performers
individuals who score high on IQ tests- volume and speed
individuals who score high on EI tests-effective
communication/relationships
conscientious individuals- planning, and hard working
extraverts- sales jobs, managerial
friendliness- weaker relation than aforementioned
Pay systems
piece rate
Is the most powerful source of motivation when tied to performance
Benefits:
increased productivity, decreased turnover
Potential Problems:
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lower quality product, differential opportunity(dont have the same
opportunity to produce at a high rate due to equipment)
Reduced co-operation amongst employees
Incompatible job design
Restriction of productivity (not really used now, out-dated)
Merit pay
Benefits
Work harder so its recognized
Potential problems
Low discrimination rating scale 1-5, and single paragraph not enough to
distinguish amongst employee hard to determine who works harder
End up being equal pay but not fair
Small increases, ask for a lot give little in return
Pay secrecy- people don’t know how much others earn, its private
Week 3
Distributive fairness
Procedural fairness
Week 4
Stressors-potential to cause stress
Stress- reaction to a stressor
Stress outcomes- psychological, psychological and behavioural consequences
of stress
Why experience stress?
People have important goals stress is a response to experienced threats
to those goals
Stress occurs wen threats overwhelm personal resources
Effort risk social factors all contribute to stress
Week 5
The big 5- level one 1 trait does not affect level in other trait
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Personality come out in weak situations more than weak situations
because in strong situations there are clear expectation and social
pressures
In weak situations you can tell someone’s personality because the
pressures don’t exist
fit is what it comes do, find a job that fits your personality
self monitoring- use social cues to guide own behaviour like bill Clinton
locus of control: concerns the attributed they make to what control their
behaviour
people with high external locus of control behaviour is determined by fate,
luck, anything other than themselves
high internal: behaviour is determined by themselves, through free will,
and self initiative
- higher level of job performance, salary, and occupy senior positions,
who deal with stress better?
High internal locus of control, they believe its in their power to change their
circumstances
Self esteem:
How much you like yourself
Low self esteem, more susceptible to external influence
Unsure of own attitude own belief, look fro others for confirmation
Good at behaviour modelling- learning by seeing
Respond poorly to negative feedback
Week 6
Personality traits
Can stable personality change?
Openness goes down as you get older
Conscientiousness goes up as you get older more motivation because you
have more responsibilities
Agreeableness, slowly increases as you get older
Neuroticism decreases along women men stay stable
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Document Summary

Job performance: extent to which an employee helps an organization to succeed. Extent to which you succeed if the task is assigned to you. Concerns activities that are not apart of your job description. Ex (don"t have to help others, but i choose too) Chose activity that actively harm the organization. Ex show up late, leave early, steal supplies. High level to low level of each dimension. Task and counterproductive performance weighed equally who are the strongest performers. Individuals who score high on iq tests- volume and speed. Individuals who score high on ei tests-effective communication/relationships. Is the most powerful source of motivation when tied to performance. Lower quality product, differential opportunity(don"t have the same opportunity to produce at a high rate due to equipment) Restriction of productivity (not really used now, out-dated) Low discrimination rating scale 1-5, and single paragraph not enough to distinguish amongst employee hard to determine who works harder.

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