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30 Cards in this Set
- Front
- Back
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Job performance |
Value of the set of employee behaviours that contribute either + or - to organizational goal accomplishment |
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2 ways to identify job performance? |
Job analysis: (determine requirements for specific jobs) -> list all activities involved ina job. ( from various data) -> each activity is rated by ‘’subject matterexperts’’ according to for example importance and frequenecy. -> activitiesrated highly are retained and used to define task performance - National OccupationalClassification ( NOC) :nationally accepted reference on occupations in Canada. Describes jobs.Represents only the first step in figuring out the important tasks for a job. -> many organiaitons ask employees toperform tasks that their competitiors don’t so that work perfromacne isassessed uniqly. |
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Citizenship behaviour + the 2 categories and its components |
voluntary employee activites that may or may not be rewarded but contribute to the organization by improvingthe overall quality of the setting in which the work takes place. Ex help otherswhen struggling, attend optionl meetings etc. 2 categories: - Interpersonal citizenshipbehavior: such behaviors benefit co workers and involveassisting, supporting and developing other O members in a way that goes beyondnormal job expectations. Ex helpinginvolves assisting co workers with heave workloads, assisting in personalmatters etc. ex courtesy refers tokeeping co workers informed about matters that are relevant to them. Ex sportsmanship involves mainting a goodattitude even when done something annoying or when unit is going through hardtimes. ( no whining and complaining etc) This might allbe more important if work in small groups or teams. -> trust needed! –> helps team fous onunited goal. - 2nd category:organizational citizenship behavior: behaviors that benefit the largerorganization by supporting and defending the company , working to improve itsoperations, and being loyal! Ex voice:involves speaking up and offering constructive suggestions for change. Exreacting to bad rules by tring to change them instead of opposing thempassively. -> civic virtue: refers to the participating in the company’soperations at a depper than normal level by attending voluntary meetings,reading announmcemnts, . -> boosterism:representing the O in a positive way in public. |
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Counterproductive behavior |
employee behaviors that intentionally hinder O goal accomplishment. 4 Groups -> 4 Ps |
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How can organizations use job performance information to manage employee performance? |
management by objectives, 360 feedback, BARS, forced ranking, social networking |
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Values |
things people consciously or subconsciously want to seek or attain |
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hidden costs |
loss of O knowledge, lost productivity |
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Factors that increase continuance commitment |
time, investment, jobs |
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benefits associated with affective commitment + what about continuance commitment? |
Behaviouralbenefits associated with affective commitment( more citizenship + better job performance) not associated withcontinuance commitment as don’t like to feel stuck. -> in factlower job performance. ( weak negative correlation) -> perfrom at minium standards cuz stay cuzhave to. |
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Embeddness: |
a persons link tothe organization and community, his sense to fit with that O and community, andwhat he would sacrifice for a job change. -> strenthences continuance commitment. Ex canadain companies offer financialcompensation + benefit packages which make it hard for employees to leave. Ebedneedess for organization andcommunity -> facets: links, fit, sacrifice, |
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4 primary responses to negative work event |
exit, neglect, loyalty, voice |
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psychological withdrawal |
actionsthat provide mental escapefrom work environment. ( big problem as many people feel detached from work. - Daydreaming, socializating, looking busy, moonlighting( use workingtime an dresources to complete other than their jo bdutiesex assignments for other job), cyberloafing(perhaps most widespread among white collar employees -> using internet,email, for enjiyement. |
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physical withdrawal |
actionsthat provide physicalescape, whethershort term or long term, from the work environment.- Tardiness, long breaks, missing meetings, absenteeism( miss entire day of work) -> rhythym to absenteeism more likely toabsent Monday or Friday . streaks of attendance may create pressure to beabsent + sometimes good for u get energized. Group norms can affect this too.. most serious: quitting.Reasons: money is mostfrequent, dissatisfaction with supervision, wrking conditions, schedule,family factors, health.. many of these reasons reflect avoidable turnover ascould be prevented. Might engage in thoughtful analysis. |
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the models of withdrawal |
Independentforms model of withdarawl: variouswithdarawl behaviors are uncorrelated with oneanother, occure for diff reasons, and fulfill different needs. Ex if cyberloafs don’t know if will be absent Compensatoryforms model of withdrawal: various withdaral ehaviors negatively correrlatewit on another – doing one means doing less of other. Form of withdarawlcan compensate for dissatification which makes other forms uncesssary. Ex ifcyberloaf will proably not be absent Progrresion model of withdarawal: withdarawal behaviors are positively correlated: ex tendency to daydram orsocialize lead to taking breaks lead to being absent or quit. |
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Trends that affect commitment |
diversity + employee-empower relationship change |
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how employee-employer relationships viewed psychologically? |
Psychological contract: reflect employee’s beliefs about what they owe to organization and what the organization owesthem. Shaped by recruitmeted and scoilziation activites experienced,. Transactional contract:based on specific moentary obgliations ( ex employee owes attendance andprotection of info, or orgnaziaiton owes pay). Relationalcontract: based on open-ended and subjective obligations( owes loyalty,organization owes job security etc. |
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How can organization increase loyalty and Organizational commitment? |
Perceived organizaitonla support: degreeto which employees believethat the organization values their contrubties and cares about their wellbeing. Exrewards, protecting job security, improving working conditions, minimizingimpact of politics. Study: perception ofsupport related to O commitment. + lower levels of withdarawal. |
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Valuepercep theory: |
job satisfaction depeneds on whether you perceieve that your job supplies the thigns that yu value |
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dissatisfaction formula |
want-have * importance |
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facets when evaluating job satisfaction |
pay, promotion, supervisio, coworker,, work itself |
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satisfaction with work created by: |
Meaningfulnessof work: reflects the degree which work tasks are viewed assomething that counts in the employee’s system of philoshphies and beliefs.( extrivial tasks less) Responsibilityfor outcomes: degree which employees fell that they are keydrivers of the quality of the unit’s work. ( ex not just technologies results) Knowledge of results: exten to which employees know how well or badthey are doing |
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Job charactersitcs theory: |
central characterstics of isatisfy jobs, VISAF p. 87 for the graph! Variety, identity,significance, autonomy, feedback |
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job satisfaction chain |
job satisfaction -> values --> facets -> one facet is work it self -> MRK -> VISAF |
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2 moderators |
knowledge + growth |
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job enrichment |
duties and responsbilites associated with a jobare expanded to provide more variety, identity,autonomy, and so forth ( maangers strive for this) |
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Affectiveevents theory: |
workplace events can generate affective reactions – that can influence work attitudes or behaviors. Ex annoying email from boss. Or convo wit ha friend. -> trigger emtoions ( states of feeling that intesnse, last minutes, casued by something . |
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high emotional labour and emotional contagion |
high emotional labour: need tomanage emotions to complete job duties successfully. emotional contagion showshtat one person can catch emotions of other. So vital for good customerservice. But also puts strains on employees may bottle up then explode oncusomrers or burn out. |
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How important is job satisfaction? |
Does it influence job performance and O commitment? –does predict job performance Why? Job satisfaction ismoderalty correlated with task performance -> do duties better . positive feeligns foster creativity,decions making, etc. positive feelings improve task persistence and attract morehelp and support from coworkers. Job satisfaction also moderatelycorrelated with citizenship behavior. Job satisfaction moderate negativecorreltation with counterproductive behavor -> engage in feeere dusctriveeactions. Jobsatisfaction influenced organizational commitment -> strongly correlated with affective commitment so satisfied more likely tostay. + strongly correlated withnormative commitment -> more obligated to stay If feel need to repay forgiving a good job. Job satisfaction NOT correlated to continuancecommitment because satisfaction doesn’t creat cost based need to remain. |
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job satisfaction and life satisfaction |
Job satisfaction one of strongest predictors of lifesatisfaction. Bigger impact than salary. ( pay satisfaction is weker driver ofoverall job satisfaction than work itself, superviso, coworkers etc. + paysatisfaction depends more on relative pay compared to others! |
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How assess job satisfaction? |
Job descriptiveIndex ( JDI): one of mosltly wide used job satisfactionsurveys . assesses an individuals satisfaction with pay, promo opps,superivison, co owrkers and work itself. Includes companion survey JOB IN GENERAL that assessesoverall job satisfaction. Strength: questions written very simple andstraightforward so could be understood. Administators recommend: surveying as much as companyas possible so unsurveyed employees don’t feel unimportant. + anonymous for honesty so gotta be careful in collectingdemographic info . should be administrated by humans resources group or outsideconsuldint agency -> increases anonomiyty. Once results collected -> - can indicate if O issatisfied or disatssifed by comparing average score for each facet + can compare with national norms ( normsprovided) + can see which department has most satisfaction |
