Management and Organizational Studies 2181A/B Chapter Notes - Chapter 2: Job Performance, Eval, Espn Bottomline

• School: Western University
• Department: Management and Organizational Studies
• Course: Management and Organizational Studies 2181A/B
• Professor: Kyle Cameron

Document Summary

Job performance- the value of the set of employee"s behaviors that contribute either positively or negatively to organization goal accomplishment. It is broken down into task performance, citizenship behavior, and counterproductive behavior. Using results to indicate job performances raises 4 concerns: Inaccurate picture of which employees are worth more the company. Managers focusing on bottom line results create a bottom-line mentality in employees. Results can be influenced by factors out of the employee"s control. Does not provide employee with information on how to improve: task performance- employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces. This can also be seen as a set of explicit obligations that an employee must fulfill to receive compensation and continued employment. Routine task performance- well known or habitual responses by employees to predictable task demands. For example, a flight attendant teaching how to put on the seatbelt.