MHR 623: MHR 623 - Week 5

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orchidserval624

3 Nov 2021

School

Ryerson University

Department

Human Resources

Course

MHR 623

Professor

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Document Summary

Job performance is behaviour (the observable things people do) that is relevant to accomplishing the goals of an organization. Includes being capable of problem solving, dealing with unpredictable work situations, etc: counterproductive work behaviour voluntary behaviours that violate significant organizational norms and in doing so threaten the well-being of an organization, its members, or both. Includes both deviance and aggression (i. e. , theft, bullying etc. : lead to decreased performance or less productive organization. Individual performance must contribute to achieving the organizational goals: performance dimensions sets of related behaviours that are derived from an organization"s goals and linked to successful job performance. Multidimensional model of job performance: job-specific task proficiency. Reflects the degree to which an individual can perform technical tasks that make up the content of the job: non-job-specific task proficiency. Reflects the degree to which individuals can perform tasks or behaviours that are not specific to any one job: written and oral communication task proficiency.

Related Questions

note: Working managers may complete this exercise based on the practices of their own organizations. Students may complete this exercise based on the practices of a current or previous employer. Instructions 1. Select and describe the boundaries of the system of interest; the term âorganizationâ will be used to refer to this selected system. You may select a team, a department, a small organization (e.g., an office practice), or an entire organization. 2. To familiarize yourself with the criteria, review the section called âCategory and Item Descriptionsâ in the Baldrige Criteria for Performance Excellence available from: www.nist.gov/baldrige/ publications/hc_criteria.cfm 3. The Organizational Assessment Worksheet provides a general description of the criteria category followed by selected questions from the respective 2011â2012 Health Care Criteria for Performance Excellence category. 4. Based on the system selected in question 1, write a brief reply to the selected questions. Briefly describe your organization, including its services; size; geographic community; key patient or customer groups; and current facilities, equipment, and technology, as well as the number of patients or clients it serves. Briefly describe your organizationâs key challenges and your organizationâs current performance improvement system. How do senior leaders deploy your organizationâs vision and values through your leadership system, to the workforce, to key suppliers and partners, and to patients and stakeholders as appropriate? How do senior leaders encourage frank two-way communication throughout the organization? How does your organization conduct strategic planning? Summarize your organizationâs action plans, how they are deployed, and key action plan performance measures or indicators. How do you identify patient, stakeholder, and market requirements for service offerings? How do you build and manage relationships with patients and stakeholders to meet their requirements and exceed their expectations at each stage of their relationship with you? What are your key organizational performance measures? How do you use these data and information to support organizational decision making and innovation? How do you assess your workforce capability and capacity needs, including skills, competencies, and staffing levels? How do you address workplace environmental factors to ensure and improve workplace health, safety, and security? How do you design and innovate your work processes to meet all the key requirements? How do you improve your work processes to improve healthcare outcomes, to achieve better performance, to reduce variability, and to improve healthcare services? Provide data for one key measure or indicator of healthcare outcomes that is important to your patients and stakeholders. Provide data for one key measure or indicator of patient or stakeholder satisfaction. Provide data for one key measure or indicator of financial performance. Provide data for one key measure or indicator related to operational performance. Provide data for one key measure related to achieving legal, regulatory, and accreditation requirements. Prioritizing Improvement Opportunities 1. Review the responses to the organizational assessment questions. 2. Note any questions for which you could not provide a response (i.e., the organization does not have a defined process or approach to address the topic of the question). 3. Review the organizational performance results data. 4. Select one or more measures that demonstrate less than desirable results. 5. Select one item from question 2 or 4 as the performance gap for the performance improvement exercise .

magentachinchilla174

Assemble and evaluate the differences of performance measuresthat are relevant to a manufacturing company vs. a service company.What performance measures are used in your current or previousorganization? Are there any performance measures not being usedthat you would like to see used in your organization?

Which of the following is not a factor in contributingto employee engagement?

Recognition

High levels of stress

Charismatic managers

High levels of conscientiousness

Motivating jobs

Research has demonstrated that organizational citizenshipbehavior is positively related to:

higher absenteeism andturnover.

higher performanceratings and lower organizational costs.

lower efficiency andhigher customer satisfaction.

lower customersatisfaction and lower turnover.

higher performanceratings and higher turnover.

The components of employee engagement are:

interpersonal,intrapersonal.

affective, behavioral,cognitive.

intrinsic,extrinsic.

urgency, beingfocused, intensity, enthusiasm.

values, attitudes,behaviors.

Juliet often takes office supplies home for her personal use.This is an example of:

CWB

POS

OCB

COW

EEG

Job satisfaction has a positive relationship with _________, anda negative relationship to _______.

CWB; OCB

job performance;OCB

CWB; turnover

OCB; job performance

job performance;turnover

Which of the following is not a key workplace attitudethat managers should track?

Job satisfaction

Employee engagement

Turnover

Perceived organizational support

Organizational commitment

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MHR 623: MHR 623 - Week 5

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