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Chapter 5

Chapter 5 - Recuritment.docx

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McMaster University
Aaron Schat

Chapter 5: Recruitment, Selection, and Job Performance  Job Performance: Behavior (the observable things people do) that is relevant to accomplishing the goals of an organization  Criteria: Measures of job performance that attempt to capture individual differences among employees with respect to job-related behaviors  Task Performance: Duties related to the direct production of goods and services and to the direct contribution to the efficient functioning of the organization that form part of a job. These duties are part of the workers formal job description  Contextual Performance: the activities or behaviors that are not part of a workers formal job description but that remain important for organizational effectiveness  Counterproductive work behaviors: voluntary behaviors that violate significant organizational norms and in so doing threaten the well-being of an organization, its members, or both  Job Performance Domain: The Set of job performance dimensions (i.e. behaviors) that is relevant to the goals of the organization, or the unit, in which the person works  Performance Dimensions: sets of related behaviors that are derived from an organizations goals and linked to successful job performance Multidimensional Model of Job Performance  Eight performance dimensions o 1)Job specific task proficiency o 2) non-job-specific task proficiency o 3) Written and oral communication task proficiency o 4) Demonstrating effort o 5) Maintaining personal discipline o 6) Facilitating peer and team performance o 7) Supervision/Leadership o 8) Management/administration  Declarative Knowledge: knowledge about facts and things including knowledge of rules, regulations, and goals – technical knowledge necessary to do a job properly  Procedural Knowledge and skill: are attained when declarative knowledge, knowing hat you do, is combined with knowing how to do it  Motivation: level of effort  These three combined = job performance Contextual Performance  Often reflect organizational values  Related to all jobs in an organization  Performing activities that are not related to the job  1) persisting with enthusiasm and extra effort as necessary to complete ones own task activities successfully  2) volunteering to carry out task activities that are not formally part of ones own job  3)helping and cooperating with other  4) following organizational rule  5) endorsing, supporting, and defending organization objective Counterproductive Work Behaviors  Are intentional acts by employees intended to harm their organization or the people in it o Tardiness o Absence o Presenteeism – (employees not fully engaged in work) o Workplace Deviance o Production Deviance o Psychological Withdrawal o Employee Theft o Workplace Aggression and Violence o Bullying Effective Performance Measure  Relevancy o Criterion must be relevant, and not deficient or contaminated o Criterion relevance: the degree to which the criterion measure captures behaviors or competencies that constitute job performance o Criterion deficiency: those job performance behaviors or competencies that are not measure by the cr
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