I-O Chapter 4

Front 1

- Variables that I-O Psychologists have used as measures of performance:

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o Time to complete a training course
o Number of pieces produced
o Total days absent
o Total value of sales
o Promotion rate within an organization

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- Performance

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actions or behaviors relevant to the organization’s goals; measured in terms of each individual’s proficiency.

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- Effectiveness

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evaluation of the results of performance; often controlled by factors beyond the actions of an individual.

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- Productivity

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is ratio of effectiveness to the cost of achieving that level of effectiveness
o A profit margin for a unit or company is an index of productivity.

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- Campbell postulated three direct determinants of job performance

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declarative knowledge (DK), procedural knowledge and skill (PKS), and motivation (M).

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- Declarative Knowledge (DK)

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Understanding what is required to perform a task; knowing information about a job or job task.

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- Procedural Knowledge and Skill (PKS

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Knowing how to perform a job or task; often developed through practice and experience.

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- Motivation

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Concerns the conditions responsible for variations in intensity, persistence, quality and direction of ongoing behavior.

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- Performance Components:

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may appear in different jobs and result from the determinants of performance: John Campbell and colleagues identified 8 performance components, some or all of which can be found in every job.

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o Campbell asserted that three of the performance components are essential at some level for every job.

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core task proficiency, demonstrating effort, and maintaining personal discipline

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- Criterion deficiency

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occurs when an actual criterion is missing information that is part of the behavior one is trying to measure.

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- Criterion Contamination:

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occurs when an actual criterion includes information unrelated to the behavior one is trying to measure.

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- Ultimate Criterion

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ideal measure of all of the relevant aspects of job performance.
- Actual criterion: actual measure of job performance obtained.

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(OCB):

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- Organizational citizenship behavior, Behavior that goes beyond what is expected

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- Altruism

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Helpful behaviors directed toward individuals or groups within the organization, such as offering to help a coworker who is up against a deadline.

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- Generalized Compliance

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Behavior that is helpful to the broader organization , such as upholding company rules.

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- Contextual Performance

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performance that supports the organization, social, and psychological environment in which the job tasks are performed; behaviors or acidities that are not typically part of the job description.

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- Task performance:

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proficiency with which job incumbents perform activities that are formally recognized as part of their job.

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- The three-category taxonomy of organizational citizenship Behavior

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o Personal support
o Organizational support
o Conscientious initiative

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- Three different categories of performance measures have been suggested

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objective measures, judgmental measures, and personnel measures

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- Objective performance measures

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usually a quantitative count of the results of work such as sales, volume, complaint letters, and output.

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- Judgmental measures

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evaluation made of the effectiveness of an individual’s work behavior; judgment most often made by supervisors in the context of a performance evaluation

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- Personnel measure

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measure typically kept in a personnel file including absences, accidents, and tardiness, rate of advancement, disciplinary actions, and commendations of meritorious behavior.

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- Adaptive performance

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performance component tht includes flexibility and the ability to adapt to changing circumstances.

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- Eight adaptive performance areas

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o Handling emergencies or crisis situations
o Handling work stress
o Solving problems creatively
o Dealing with uncertain and unpredictable work situation
o Learning work tasks, technologies, and procedures
o Demonstrating interpersonal adaptability.
o Demonstrating cultural adaptability
o Demonstrating physically oriented adaptability

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- Bartram’s “great eight” model.

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o Leading and deciding
o Supporting and Cooperating
o Interacting and Presenting
o Analyzing and Interpreting
o Creating and Conceptualizing
o Organizing and Executing
o Adaptive and Coping
o Enterprising and Performing

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- Expert Performance

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performance exhibited by those who have been practicing for at least 10 years and have spent an average of four hours per day in deliberate practice.

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- Deliberate practice

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individualized training on tasks selected by a qualified teacher.

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- Counterproductive Work Behavior (CWB):

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voluntary behavior that violates significant organizational norms and threatens the well-being or the organization, its members, or both.

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- Robinson and Bennett broke counterproductive behavior into two separate aspects:

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deviance directed toward the organization, and deviance directed toward other individuals.

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- Dishonesty

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employee theft of goods and theft of time or dishonest communications iwht customers, coworkers or management.

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- Absenteeism

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type of counterproductive behavior that involves failure of an employee to report for or remain at work as scheduled

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- Sabotage

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acts that damage, disrupt or subvert the organizations operations for personal purposes of the saboteur by creating unfavorable publicity, damage to property, destruction or working relationships, or harming of employees or customers.

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- Lordstown syndrome

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act of sabotage named after a general motors plant plagued with acts of sabotage.

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- Job Analysis

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process that determines the important tasks of a job and the human attributes necessary to successfully perform those tasks

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- The results of a job analysis can be used for many different purposes, including:

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o Job description
o Recruiting
o Selection
o Training
o Compensation
o Promotion/Job Assignment
o Workforce Reduction/Restructuring
o Criterion Development
o Performance Assessment
o Litigation

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- Job ladder or job family

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cluster of positions that are similar in terms of the human attributes needed to be successful in those positions or in terms of the tasks that are carried out.

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- Job psychograph

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early form used in a job analysis to display the mental requirements of the job.

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- Morris Viteles

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o Used job analysis as early as 1922
o Employees for a trolly car company.

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- Task oriented job analysis

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approach that begins with a statement of the actual tasks as well as what is accomplished by those tasks.

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- Worker-oriented job analysis

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approach that focuses on the attributes of the woreker necessary to accomplish the tasks.

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- Subject Matter Expert (SME):

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employee (incumbent) who provides information about a job in a job analysis interview or survey.

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- Some common methods of job analysis include:

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o Observation
o Interviews
o Critical incidents and Work diaries
o Questionnaires/Surveys

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- Critical Incident Technique

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approach in which subject matter experts are asked to identify critical aspects of behavior or performance in a particular job that led to success or failure.

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- Work Diary

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Job analysis approach that requires workers and or supervisors to keep a log of their activities over a prescribed period of time.

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- Electronic performance monitoring

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monitoring work processes with electronic devices; can be cost effective and has the potential for providing detailed and accurate work logs.

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- Cognitive task analysis

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consists of methods for decomposing job and task performance into discrete, measurable units, with special emphasis on eliciting mental processes and knowledge content.

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- Think-aloud protocol

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approach used by cognitive psychologists to investigate the thought processes of experts who achieve high levels of performance; an expert performer describes in words the thought process that he or she uses to accomplish a task.

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- Cognitive task analysis concentrates on how behavior

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occurs rather than on what is accomplished.

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- Context of the work

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conditions or characteristics of work that can change the demands on the incumbent; includes interpersonal relationships, physical work conditions, and structural job characteristics.

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- Realistic Job Preview (RJP):

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Technique for providing practical information about a job to prospective employees; includes information about the task and the context of work.

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- Personality-related position requirements form (PPRF):

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Job analysis instrument devoted to identifying personality predictors of job performance

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- Dictionary of Occupational Titles (D.O.T.):

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Document that includes job analysis and occupational information used to match applicant with job openings; a major purpose of the D.O.T. was, and still is, for use in occupational counseling.

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- O*NET, Occupational Information Network

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collection of electronic databases, based on well-developed taxonomies, that has updated and replaced the DOT

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- Competency Modeling

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process that identifies the characteristics desired across all individuals and jobs within an organization; these characteristics should predict behavior across a wide variety of tasks and settings, and provide the organization with a set of core characteristics that distinguish it from other organizations.