Management and Organizational Studies 2181A/B Chapter 2: Chapter 2-Job Performance

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

Document Summary

Lecture 2: job performance & organizational commitment (30- 57, 60-87) 2. 6 how can organizations use job performance information to manage employee performance. Because understandi(cid:374)g o(cid:374)e"s o(cid:449)(cid:374) perfor(cid:373)a(cid:374)(cid:272)e is a (cid:272)riti(cid:272)al (cid:272)o(cid:374)(cid:272)er(cid:374) for a(cid:374)(cid:455) e(cid:373)plo(cid:455)ee, a(cid:374)d u(cid:374)dersta(cid:374)di(cid:374)g the perfor(cid:373)a(cid:374)(cid:272)e of o(cid:374)e"s u(cid:374)it is a (cid:272)riti(cid:272)al concern for any manager. Using results to indicate job performance can create problems (we look at the set of behaviours that a person does (or does not) perform, rather than the end results): Employees contribute to their organization in ways that go beyond bottom-line results (cid:894)so e(cid:448)aluati(cid:374)g a(cid:374) e(cid:373)plo(cid:455)ee"s perfor(cid:373)a(cid:374)(cid:272)e (cid:271)ased o(cid:374) results alo(cid:374)e (cid:373)ight gi(cid:448)e a(cid:374) inaccurate picture of which employees are worth more to the organization) There is evidence that managers that focus on bottom-line results can create a bottom- line mentality in employees, which in result turns into social undermining- sabotaging co-(cid:449)orker"s reputatio(cid:374)s or tr(cid:455)i(cid:374)g to make them look bad.