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65 Cards in this Set
- Front
- Back
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Individual Differences in Job Performance (Cognitive Ability)
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Very little correlation between IQ and job performance.
Racial Bias Job knowledge tests work |
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Individual Differences in Job Performance (Big 5)
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Openness to Experience - Somewhat correlated to int. higher level of education
Coscientiousness - Most broadly associated with job performance Extraversion - Valuable for some jobs, harmful for others. Agreeableness - Slower to anger, lenient, quick to forgive, affectionate. Neuroticism - Tend to feel more negative emotions (don't stay in job as long) |
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Need for Achievement
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-Good employees but too high levels of achievement can moderate behavior.
- Not risk takers - Do not delegate well |
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Need for Power
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Desire to influence others, be an authority
Tend to pursue jobs and opportunities where they can influence people Socialized Need for Power (make things better) or Personalized Need for power (I want to tell people what to do) |
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What to measure in an employee
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Effectiveness, longevity, efficiency
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Measurement of Utility
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The impact of that employee on the org. bottom line. Lebron James gets paid so much because he brings heat association a ton of money.
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Restriction of Range in performance
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The range of possible performance is constrained because ideally, you aren't hiring people who perform poorly.
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Restriction of Range in Performance
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There is not much variability in most jobs because the systems define exactly what you have to do.
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Instability of performance across time
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We have an assumption that employees performance is stable, but its not.
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Murphys model for Job performance
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Task Oriented behaviors: Teahcing, research, committee work.
Interpersonally Oriented Behaviors: The way you get along with others @ work. Downtime behavior: What you do off the job. Destructive or hazardous behavior: Intentionally counter productive-stealing. |
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Self Efficacy in Predicting Job Performance
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His or her beliefs to perform a specific task, predicts beyond ability, has to do with confidence, persistence.
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Self Monitoring in Predicting Job Behavior
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Matching behavior to situational Demands
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Organizational Citizenship Behaviors (OCBS)
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Voluntary job related behaviors outside of formal scope of job.
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Altruism
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Helping others with no benefit to self.
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Courtesy
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Being polite, avoiding conflicts
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Sportsmanlike
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Good winning/losing
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Concientiousness
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Thorough
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Civic Virtues
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Going the extra step to be a good member of an org.
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OCBS Extra stuff
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No correlation beween OCBS and individual performance
Orgs with more OCB's perform better. |
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Whistle Blowing Behaviors
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Disclosure of illegal, immoral, or illegitimate practices to someone who can affect change (internal, external)
Internal (w/in org) or external (law, regulatory) |
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Characteristics of Whistle blowers
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Older, male, higher paid, higher performer
More willing to take risk |
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Innovation and Creativity
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Creativity: Creating a solution that is novel and effective. (Includes creation, synthesis, or modifcation)
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Creative Individuals?
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Domain relevant skills
Have creativity-related skills Task Motivation |
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Org Factors of Creativity
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Norms that encourage creativity
Encourage risk-taking, allow failure Reward change/novelty Open communication/information |
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Barriers to creativity
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Evaluation
Surveillance Contractual Rewards Limited resources Restricted choice of activity |
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How to circumvent barriers
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Seek forgiveness rather than permission
Greater professional commitment than org. committment need sponsors Informal competition |
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Job Satisfaction
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Cognitive, Affective, Behavioral evaluative reaction to one's job.
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Value theory
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If a job Provides you what you value you'll be satisfied.
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Range of Affect Theory
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Does job offer more of something you value more?
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Social Information Processing
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1. Interpersonal Comparison: We compare our own situation with similar others.
2. Cognitive Dissonance Theory: People may choose to be satisfied if they cant change their job. |
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Dispositional Approach
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30% of job satisfaction variability is genetic.
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Job Satisfaction
Blue Collar or White collar |
White Collar
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Job Satisfaction
Older or younger |
Older
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Jog Satisfaction
More Exp. or Less Exp |
More Exp
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Job Satisfaction
Non Minority or Minority |
Non Minority
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Job Satisfaction
Pay |
Only influences pay satisfaction, not overall job satisfaction
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What is the correlation between Job Satisfaction and Work Performance
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Little Correlation
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Correlation between Job Satisfaction and organizational commitment
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Higher correlation
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Dissatisfied employees...
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Higher turnover
More absenteeism Counter-productive behaviors |
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Four factors Promoting Job Satisfaction
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Fair pay and pay policies
Good selection and training programs (hire people who will be happy) Pleasant work and work place Reduce work-family conflict |
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3 Sources of Org. Commitment
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1. Affective Comm: Extent to which you like the org.
2. Continuous Comm: More costly to leave than to stay. 3. Normative Comm: Social Norms: Social expectation to stay/Social Pressure. |
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Organizational Orientation
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Define self as part of an org "I'm an IBMer"
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Professional Orientation
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Define by profession "Im a plumber"
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Indifferent Orientation
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Looking for best outcome/pay/situation. Usually people who don't have their college degree.
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Increasing Organzational Commitment
Raises OCB's |
Job Enrichment - Increasing the Jobs responsibility and Autonomy
Align individuals and organizational interests Recruit select and socialize employees well. |
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Counter-Productive Behavior
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Behavior explicitly counter to organization's goal.
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Ineffective performance
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Measurement issue?
Attribution error |
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Causes of ineffective job performance
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- Employee lacks knowledge
- skills or abilities - Lacks motivation - limited to job environment (poor supervision, poor systems, lack of support) |
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Managing poor performance - Attempts to change employee
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Clarifying roles & expectations
Training interventions EAPS (Employee assistance programs) |
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Managing poor performance - Attempts to change Environment
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Task analysis
Organizational Analysis |
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Managing poor performance - Prevent poor performance (good recruitmaent, selection)
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Good compensation systems
Create norm of high performance |
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Turnover
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Measures - % of employees replaced/year
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Functional Turnover
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Worst employees are leaving
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Dysfunctional Turnover
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Best employees are leaving
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Costs of Turnover
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Recruitment and hiring
Training costs Lost productivity |
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Predictors of Turnover
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Poor satisfaction
Job market factors Longer tenured employees have lower turnover. |
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Unfolding model of turnover
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We stay where we are out of habit, until some event shocks us into considering alternatives
We rely on habit when this happens (stay with what we're used to) We weigh pro's and con's of job versus alternatives |
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Accidents
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Accident prone personality?
Safety climate of organization (norms, values expectations) |
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Accident prevention
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Strong safety climate
Good recruitment, hiring training Actively making environment safer |
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Costs of Deviant behavior
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Legal costs, Negative PR, difficulty hiring
Poor org performance (Coordination, communication) harmful individual career performance |
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Policys for prejudice, sexism, etc.
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Civil rights act of 64
Adults with disabilities act of 91 Sexual harrasment is reliant on courts |
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Causes of workplace Agression
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Resentment or frustration
Attempt to make things even. |
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Organzational policy / actions to prevent workplace agression
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Procedural justice in organizations
Culture that does not tolerate it |
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Employee theft
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35% of employees will engage in employee theft. Depending on scale of theft this number will fluctuate up or down.
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Org policy to prevent theft
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Treat people fairly, organizational justice
Reduce opportunity Management as role model. |
