Mgmt Exam 1 Ch.2

Front 1

job performance

Back 1

value of the set of employee behaviors that contribute, either positively or negatively to organizational goal accomplishment. things people CAN control

Front 2

task performance

Back 2

includes employee behaviors that are directly involved in transformation of organizational resourse into the goods or services
-citizenship behavior
-counterproductive behavior

Front 3

routine task performance

Back 3

well-known repsonses to demands that occur in a normal, routine way. predictable.

Front 4

adaptive task performance

Back 4

"adaptability". involves employee responses to task demands that are novel, unusual, upredictable.

Front 5

creative task performance

Back 5

individuals develop ideas that are novel and useful.

Front 6

job analysis

Back 6

how many orgs identif task performance behaviors

Front 7

the system of job analysis:

Back 7

1) list of activities involved in a job is generated 2) each activity on this list is rated according to importance or frequency 3)highly rated activities are retained and used to define task performance

Front 8

Occupational Information Network (O*net)

Back 8

online database that includes characterisitics of most jobs.

Front 9

job analysis is used for:

Back 9

perfomance mgmt, recruitment, compensation, legal reasons

Front 10

Citizenship behavior

Back 10

voluntary employee activities that may or may not be rewarded. contribute to org by improving overall quality of setting of workplace. relevent especially during crisis.

Front 11

interpersonal citizenship behavior

Back 11

helping, courtesy, sportsmanship (personal relationship). behaviors that benefit coworkers that go beyond expectations

Front 12

organizational citizenship behavior

Back 12

voice, civic virture, boosterism (represent) . benefit the larger org by supporting and defending company. being loyal.

Front 13

counterproductive behaviors

Back 13

intentionally hinder organizational goal accomplishment. property deviance, production deviance, political deviance, personal aggression.

Front 14

property deviance

Back 14

sabatoge, theft. organizational

Front 15

production deviance

Back 15

wasting resources, substance abuse. organizational. managers want to eliminate these things.

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political deviance

Back 16

gossiping, incivility (comm that is rude, impolite) . interpersonal.

Front 17

personal aggression

Back 17

harassment, abuse. interpersonal. but also effects organization.

Front 18

what does it mean to be a good performer?

Back 18

1) good at job tasks that fall within job description 2) engages in citizenship behaviors directed at coworkers and org 3) refrains from engaging in counterproducvtive behaviors

Front 19

knowledge work

Back 19

jobs involving cognitive activity are becoming more prevelent than physical jobs

Front 20

service work

Back 20

provides non-tangible goods. otherwise, services. bad task performance becomes more obvious.

Front 21

Management by objectivies (MBO)

Back 21

bases employee evals on whether the employee achieves specific performance goals.

Front 22

bhevaiorally anchored rating scales (BARS)

Back 22

a behavior that describes the level on a scale that you are at. good for jobs that are involved in objective contexts.

Front 23

360 degree feedback

Back 23

collecting performance info from supervisor and anyone else who you work with. best suited for improving employee performance

Front 24

forced ranking

Back 24

rank all employees into one graph. top 20% (a) middle 70% (b) bottom 10% (c). normalizing

Front 25

social entworking systems

Back 25

relatively new. fb, twitter. much more timely.