MGMT20001 Chapter Notes - Chapter 2: Absenteeism, Job Performance, Individualism
25 May 2018
School
Department
Course
Professor
Task performance
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Citizenship performance
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Counterproductive performance
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Job performance is described as the individual behaviours that enable employees to contribute to
organisational goals
Four factors that influence an individual's voluntary behaviour:
Direction refers to the path along which people steer their effort
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Intensity is the amount of effort allocated to the goal
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Persistence is continuing the effort for a certain amount of time
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Motivation represents the forces within a person that affect his or her direction, intensity and
persistence of voluntary behaviour
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Employee motivation
Aptitudes are the natural talents that help employees learn specific tasks more quickly
and perform them better
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Learned capabilities are the skills and knowledge one currently possesses
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Ability includes both the natural aptitudes and learned capabilities required to successfully
complete a task
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Aptitudes and learned capabilities are the main elements of competencies, which are
characteristics of a person that result in superior performance
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Ability
Role perceptions are the degree to which a person understands the job duties assigned to or
expected of him or her
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Range from role clarity to role ambiguity
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Employees have clear role perceptions when they understand the specific duties or
consequences for which they are accountable
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Employees understand the priority of their various tasks and performance expectations
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Employees understand the preferred behaviours or procedures for accomplishing the
assigned tasks
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Role clarity exists when
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Employees with role clarity perform work more accurately and efficiently
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Role clarity motivates employees because they have a higher belief that their effort will
produce the expected outcomes
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Role perceptions
Situation refers to conditions beyond the employee's immediate control that constrain or
facilitate behaviour and performance
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Also refer to environmental cues that guide employee behaviour
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Situational factors
MARS Model of Individual Behaviour and Performance
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Task performance:
Proficiency - performing the work efficiently and accurately
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Adaptability - how well the employee responds to, copes with, and supports new
circumstances and work patterns
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Proactivity - how well the employee anticipates environmental changes and initiates new work
patterns that are aligned with those changes
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Task performance refers to goal-directed behaviours under the individual's control that support
organisational objectives
Organisational citizenship:
Assisting co-workers with their work problems
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Adjusting work schedules to accommodate co-workers
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Showing genuine courtesy towards co-workers
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Sharing work resources with co-workers
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Some are directed towards individuals
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Supporting the company's public image
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Taking discretionary action to help the organisation avoid potential problems
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Offering ideas beyond those required for their own job
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Attending voluntary functions that support the organisation
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Keeping up with new developments in the organisation
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Some represent cooperation and helpfulness towards the organisation
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Organisational citizen behaviours (OCBs) are various forms of cooperation and helpfulness to others
that support the organisation's social and psychological context
Companies sometimes advise employees that some OCBs are a condition of employment
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Some experts define OCBs as discretionary behaviours but many employees believe it is part of their
job to engage in some OCBs
Employees who engage in more individual-directed OCBs tend to have higher task
performance
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Increased team performance
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OCBS have a significant effect on individual, team and organisational effectiveness
Employees who perform more OCBs tend to have higher work-family conflict
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Risk lower career success in companies that reward task performance
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Takes time and energy away from performing tasks
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Engaging in OCBs can have negative consequences
Counterproductive work behaviours:
Harassing co-workers
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Creating unnecessary conflict
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Deviating from preferred work methods
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Being untruthful
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Stealing
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Sabotaging work
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Avoiding work obligation
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Wasting resources
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Counterproductive work behaviours (CWBs) are voluntary behaviours that have the potential to
directly or indirectly harm the organisation
CWBs can substantially undermine the organisation's effectiveness
Joining and staying with the organisation:
Hiring and retaining talent is a critical set of behaviours
Employers face challenges finding qualified applicants for specific job groups
Companies with high turnover suffer because of the high cost of replacing people who leave
Types of Individual Behaviour
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Companies with high turnover suffer because of the high cost of replacing people who leave
When people leave, intellectual capital is lost, resulting in lower productivity, poorer customer
service etc
Maintaining work attendance:
Organisations need everyone to show up for work at scheduled times
Absenteeism can disrupt the work flow of other employees and undermine customer service
Situational factors
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Employees who experience job dissatisfaction, workplace incivility or work-related stress are
more likely to be absent or late for work
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Absenteeism is higher in organisations with generous sick leave
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Higher absenteeism in teams with strong absence norms
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Factors that affect absenteeism
May worsen their own condition
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Increase in health and safety risks of co-workers
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Less productive
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Reduce productivity of co-workers
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With low job security
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Who lack sick leave pay or similar financial buffers
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Whose absence would immediately affect many people
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Company or team norms
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Personality
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More common among employees
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Presenteeism is attending scheduled work when one's capacity to perform is significantly diminished
by illness or other factors
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Document Summary
Job performance is described as the individual behaviours that enable employees to contribute to organisational goals. Four factors that influence an individual"s voluntary behaviour: Motivation represents the forces within a person that affect his or her direction, intensity and persistence of voluntary behaviour. Direction refers to the path along which people steer their effort. Intensity is the amount of effort allocated to the goal. Persistence is continuing the effort for a certain amount of time. Ability includes both the natural aptitudes and learned capabilities required to successfully complete a task. Aptitudes are the natural talents that help employees learn specific tasks more quickly and perform them better. Learned capabilities are the skills and knowledge one currently possesses. Aptitudes and learned capabilities are the main elements of competencies, which are characteristics of a person that result in superior performance. Role perceptions are the degree to which a person understands the job duties assigned to or expected of him or her.
