Chapter 2 – Job Performance
Job Performance: Employee behaviors that contribute either positively or negatively to the
accomplishment of organizational goals.
Task Performance: Employee behaviors that are directly involved in the transformation of
organizational resources into the goods and services that the organization produces.
o Tasks, duties, and responsibilities that are a core part of the job. Job Ad.
o Routine Task Performance: Well-known or habitual responses by employees to
predictable task demands.
Watching a flight attendant show you to insert the belt tongue into the seatbelt
o Adaptive Task Performance: Thoughtful responses by an employee to unique or
unusual task demands.
Respond quickly to emergency situations, ambulance.
Although they are trained, executing in a real emergency is different.
Adaptation is becoming increasingly important to do globalization, technological
advances, and the greater prevalence of knowledge-intensive work.
o Job Analysis: A process by which an organization determines requirements of specific
List of activities involved in the job generated
Involves data from several sources
Each activity is rated by “subject matter experts” according to frequency and
Subject matter experts: have experience performing the job or
managing people who perform the job
Activities that are rated highest in terms of frequency and importance are used
to establish the task performance of a job.
o National Occupational Classification (NOC): A national database of occupations in
Canada, organizing over 30,000 job titles into 520 occupational group descriptions.
Citizenship Behavior: Voluntary employee behaviors that contribute to organizational goals by
improving the context in which work takes place.
o Going the “extra-mile.”
o Interpersonal Citizenship Behavior: Going beyond normal job expectations to assist,
support, and develop co-workers and colleagues. Helping: Assisting co-workers who have heavy workloads, aiding them with
personal matters, and showing new employees the ropes when they are first on
Courtesy: Sharing important information with co-workers.
Help others stay in the loop of things
Sportsmanship: Maintaining a positive attitude with co-workers through good
and bad times.
Whining and complaining are contagious. Good citizens avoid being the
squeaky wheel that frequently makes mountains out of molehills.
Interpersonal citizenship behavior fosters trust among employees and teams or
groups. Behaviors in teamwork fall under interpersonal citizenship behavior.
o Organizational Citizenship Behavior: Going beyond normal expectations to improve
operations of the organization, as well as defending the organization and being loyal to
Voice: When an employee speaks up to offer constructive suggestions for
change, often in reaction to a negative work event.
Good citizens react to bad rules or policies by constructively trying to
change them as opposed to passively complaining about them.
Civic Virtue: Participation in company operations at a deeper-than-normal level
through voluntary meetings, readings, and keeping up with news t