PSY 197 Lecture Notes - Lecture 10: Organizational Citizenship Behavior, Procedural Knowledge, Job Performance

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31 May 2017
PSY 197 – Lecture 10
Models of Performance
Job Performance
I/O psychologists devoted a greta deal of our time and effort in order to understand and
improve the performance of employees
Ratio of productivity of “best performer” to the “lowest performer”? from 2:1 to 4:1
Complex jobs: 10:1
Performance varies across situations, ex: some people love to work with others and others
like independent environments
Performance varies across individuals – some people just have more disposition to be a better
Performer varies within individuals – sometimes a person is more motivated so they perform
Consider the following indicators used by I/O psychologist as a measure of job performance
Time to complete a task
Number of pieces produced – coworkers collaboration
Total days absent
Total value of sales
Promotion rate within an organization
To what extent can employees control any of these measures
Campbell’s Performance Model
A model of performance that under employees’ control
Performance: actions or behaviors relevant to the organization’s goal
What people actually do
Relevant to organizational goals
Performance is not the results of action; it is the action itself
Effectiveness: the evaluation of the results of performance
Often controlled by factors beyond the actions of an employee
Productivity: ratio of effectiveness to the cost of achieving that level
Determinants of job performance
Declarative knowledge – knowledge about facts and things, an understanding of given’s
task’s requirement
Procedural knowledge and skills – knowing how to do things
Cognitive skill
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