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York University
Administrative Studies
ADMS 2400
Julia Richardson

Topic 3 Using results to judge performance creates problems: 1) Some people go beyond expectations which on paper do not show 2) Results are influenced by external factors (competition, quality, etc) 3) Results do not tell you how to reverse a bad year Job Performance is the value of the set of behaviors that contribute either + or – to an organizations goals (within it) Three Categories of a Good Performer: 1) Task Performance: employee behaviors that are directly involved in the result of transforming resources into products (Routine, Adaptive [unusual/unique responses], creative [ideals outcomes that are useful and novel]) 2) Citizenship Behavior: voluntary employee activities that may or may not be rewarded but improve the overall quality of the work (interpersonal [going beyond to assist coworkers and colleagues, OB [going beyond to improve operations and defending firm, loyalty] 3) Counterproductive Behavior: intentionally hindering a firms goals - Job analysis is the process by which a firm determines job requirements it is done so by listing all the activities involved, then rate them of importance and frequency, and highly rated are used to define task performance (List, Rate, Define). - Civic Virtue: participation in a deeper than normal level through voluntary meetings, readings, etc. - Boosterism: positively reflecting the organization in public - Invility: communication that is rude and lacks good manners Performance Management: - Management by objectives: a philosophy that bases employee evaluations on meeting specific goals - Behaviorally anchored rating scales: using critical incidents to evaluate an employee’s job performance (1= unwilling to change, 5= open minded/quick learner) - 360 Degree feedback: ratings provided by supervisors, co-workers, customers, and employees - Forced ranking: a system in which manager’s rank subordinates relative to others - Social Networking Systems: A means by which social networking allows posing questions on employee’s performance and asking co-workers to pose feedback anonymously Questions Case 29 1. Renzo’s notice was ineffective as an organizational communication because his medium of communication over such a detrimental issue was due to the fact that it did not touch on a personal note. When dealing with a sensitive matter like this verbal face-face communication is best because not only does it get the point across with more emotion, but it also proves how imperative the i
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