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: Kelly Raz

Document Summary

Think of job performance as behaviour outcomes associated w/ those behaviours. Job performance: employee behaviours that contribute positively/negatively to accomplishment of organizational goals. 3 broad categories task performance, citizenship behaviour, counterproductive behaviour. Task performance: employee behaviours that are directly involved in transformation of organizational resources into goods/services that organization produces positive contribution. Set of explicit obligations that employee must fulfill to receive: tasks, duties, and responsibilities that are core part of job. Categorized based on extent to which context of job is routine or ing. Routine task performance: well-known/habitual responses by compensation and continued employment employees to predictable task demands: programmed ways w/ little variance between instances. Adaptive task performance: thoughtful responses by employee to unique/novel/unusual/unpredictable task demands: crucial in global economy more productive w/ fewer staf. Creative task performance: ideals/physical outcomes that are both novel and useful. Job analysis: process by which organization determines requirements of specific job: 3 steps, generate list of all activities involved in job.