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Lecture 2

ADM2336 Lecture 2: Lecture 2
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4 Pages
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Department
Administration
Course Code
ADM2336
Professor
Ajax Persaud

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ADM 2336 ― Lecture 2 Performance  ● Value of the set of employee ​behaviours ​that contribute, either positively or negatively,  to organizational goal accomplishment  ● Includes behaviours that are within the control of the employees  ● Places a boundary on which behaviours are (and are not) relevant to job performance  ● Task Performance   ● Behaviour of control of employees:  ○ Emotional Intelligence    Task Performance  ● Routine ​task performance involves well-known responses to demands that occur in a  normal, routine, or otherwise predictable way  ● Adaptive​ task performance, or more commonly ‘adaptability’, involves employee  responses to task demands that are novel, unusual, or, at the very least, unpredictable  ● Creative​ task performance is the degree to which individuals develop ideas or physical  outcomes that are both novel and useful     Two Types of Performance Behaviours  Citizenship Behaviours (CB)  ● Benefits coworkers and colleagues  ● Assisting, supporting, and developing, other organizational members beyond normal  job expectations including:  ○ Helping​ involves assisting coworkers who have heavy workloads, etc  ○ Courtesy​ refers to keeping   ● Benefits the larger organization  ● Supporting, defending and working to improve operations, and maintaining ​loyalty​ including:  ○ Voice​ involves speaking up and offering constructive suggestions for change  ○ Civic Virtue​ requires participating in the company’s operations at a deeper than  normal level  ○ Boosterism ​means representing the organization in a positive way when out in  public, away from the office, and away from work    CounterProductive Work Behaviours (CWB)  ● Property Deviance: ​Organization’s assets and possessions  ● Sabotage: ​Purposeful destruction of physical equipment, organizational processes, or  company products  ● Theft:​ Costs organizations approximately 14$ billion per year  ● Production Deviance:​ Work output  ● Wasting resources is the most common form of production deviance, when employees  use too many materials or too much time to do too little work  ● Working too slowly, taking too many breaks  ● Substance abuse is the abuse of drugs or alcohol before coming to work or while on the job  ● Compromises efficiency  ADM 2336 ― Lecture 2 ● Political Deviance:​ Putting others at a disadvantage  ● Gossiping ​is having casual conversations about other people in which the facts are not  confirmed as true and undermines morale  ● Incivility​ represents communication that is rude, impolite, discourteous, and lacking in  good manners  ● Personal Aggression:​ Hostile verbal and physical actions directed toward other  employees  ● Harassment:​ Employees are subjected to unwanted physical contact or verbal remarks  from a colleague  ● Abuse: ​When an employee is assaulted or endangered in such a way that physical and  psychological injuries may occur    CB vs CWB Behaviours  ● Citizenship Behaviours​ are relevant with clear benefits in terms of work units and  organizational effectiveness  ● Especially during organizational crises, when beneficial suggestions, deep employee  involvement, and a positive ‘public face’ are critical  ● There is evidence that people who engage in one form of ​counterproductive work  behaviour​ also engage in others  ● Represent a ​pattern of behaviour ​rather than isolated incidents  ● Counterproductive behaviour is relevant to any job. It doesn’t matter what the job  entails; there are going to be things to steal, resources to waste, and people to target  with uncivil be
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