Textbook Notes (368,799)
Canada (162,168)
York University (12,867)
ADMS 2400 (101)
Chapter 2

Chapter 2 A complete chapter 2 note taken from both the lecture and book.

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Department
Administrative Studies
Course
ADMS 2400
Professor
Sabrina Deutsch Salamon
Semester
Fall

Description
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 buckle. 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 jobs.  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 importance.  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 the job.  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 it.  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
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