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Chapter 2

Chapter 2

5 Pages

Administrative Studies
Course Code
ADMS 2400
Louis Pike

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Chapter 2­ Class 3 – Organizational Behavior Job Performance: the value of the set of employee behaviors that contribute, either  positively or negatively to the organizational goals. Task Performance: includes employees behaviours that are directly involved in a  transformation of organizational resources into the goods and services that the  organization produces Routine Task Performance: well­known or habitual responses by employees to  predictable task demands Adaptive task performance: “adaptability” thoughtful responses by an employee to  unique or unusual task demands Creative task performance: the degree to which individuals develop ideals or physical  outcomes that are both novel and useful ­Many organizations identify task performance behaviors by conducting a Job Analysis:  a process by which an organization determines requirements of specific jobs ­Job Analysis’  are broken down into 3 steps:  1. A list of all the activities involved in a job is created 2. Each activity is rated by “subject matter experts” to determine importance of the  activities 3. Highly rated activities are retained and used to define task performance. (NOC) National Occupational Classification­ organizes over 30k job titles into 520  occupational group descriptions [Citizenship Behaviour]:  voluntary employee behaviors that contribute to  organizational goals by improving the context in which work takes place [Interpersonal citizenship behavior]: going beyond the normal job expectations to  assist, support, and develop co­workers and collegues 1.Helping: Assisting co­workers who have heavy workloads, aiding them with personal  matters, and showing new employees the ropes when they are first on the job. 2.Courtesy: Sharing important information with co­workers that are relevant to them. 3.Sportsmanship: Maintaining a positive attitude with co­workers through good and bad  times.  [Organizational Citizenship Behaviors:]  1.Voice: Spekaing up to offering constructive suggestions for change, often in reaction  to a negative event.  2. Civic Virtue: participation in company operations, at a deeper­than­normal level  through voluntary meetings, readings, and keeping up with news that affects the  company.  3. Boosterism: representing the organization in a positive way, when out in public, away  from the office and away from work. [Counterproductive Behaviour] employee behaviours that intentionally hunder  organizational goal accomplishment [Property deviance]:  behaviors that harm the organization’s assets and possessions. 1.Sabotage: the purposeful destruction of physical equipment, organizational processes or  company products 2. Theft: stealing company products or equipment that belongs to the organization [Production Deviance]: Intentionally reducing organizational efficiency of work output. 1.Wasting Resources: using too many materials or too much time to do little work. 2. Substance Abuse: The abuse of alcohol or drugs before coming to work or while on the  job.  [Political Deviance] : behaviours that intentionally disadvantage other individuals rather  than the larger organization.  1. Gossiping: casual conversations about other people in which the facts are not  confirmed as true. Such behaviors undermine the morale of work groups. 2. Incivility: communication that is rude, impolite, discourteous and lacking in good  manners.  [Personal Aggression] :  hostile verbal and physical actions  1. Harassment: Unwanted physical contact or verbal remarks from a colleague 2. Abuse: Employee assault or endangerment form which physical and psychological  injuries may occur.  3 things to note about counterproductive behavior: ­ it’s relevant to any job ­people who engage in one form also engage in others ­it’s often times surprising to see which employees take part of counterproductive  behavior [To be a “good performer”] ­someone who doesn't participate in counterproductive behaviours ­someone who engages in citizenship behaviours ­someone who is good at the particular job tasks that fall within his or her job description [Performance management] – how can organizations use job performance info to  manage employee performance? Management by objectives: (MBO) a management philosophy that bases employee  evaluations on whether specific performance goals have been met Behaviourally Anchored Rating Scales: (BARS) Use of examples of critical incidents  to evaluate an employees job performance behaviours directly. Ex. Scale 1­5 360 degree feedback: A performance evaluation system that uses ratings provided by  collecting info from supervisors co­workers, subordinates, customers and the em
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