7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 1/33

Chapter 2Job

Performance

McGraw-Hil l /Irwin   Copyright © 2009 by The McGraw-Hil l Companies, Inc. All rights reserv ed. 

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 2/33

Slide

2-2  

Learning Goals

What is the definition of job performance? What are thethree dimensions of job performance?

What is task performance? How do organizations identifythe behaviors that underlie task performance?

What is citizenship behavior, and what are some specificexamples of it?

What is counterproductive behavior, and what are somespecific examples of it?

What workplace trends affect job performance in today’sorganizations?

How can organizations use job performance informationto manage employee performance?

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 3/33

Slide

2-3 

What is Job Performance?

Job per formance  

Includes behaviors that are within the control

of the employees

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 4/33

Slide

2-4 

 A “Good Performer” 

Task performance

Citizenship behavior

Counterproductive behavior

OB on Screen

Monsters, Inc.

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 5/33

Slide

2-5  

Task Performance

Task performance

Rout ine task performance

Adapt ive task performance

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 6/33

Slide

2-6  

   A

   d  a  p   t  e   d   f  r  o  m    F

   i  g  u  r  e   2  -   1

Behaviors Involved in Adaptability

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 7/33

Slide

2-7  

Job Analysis

Many organizations identify task performance

behaviors by conducting a job analys is .

 A list of all the activities involved in a job is generated.

Each activity on this list is rated by “subject matter

experts” according to things like the importance and

frequency of the activity.

The activities that are rated highly in terms of theirimportance and frequency are retained and used to

define task performance.

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 8/33

Slide

2-8  

Performance Review FormMen’s Wearhouse (TMW) 

   T  a   b   l  e   2  -   1

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 9/33

Slide

2-9 

Occupational Information Network

The Occupat ional Info rmat ion Netwo rk  

(or O*NET) (http://online.onetcenter.org)

Task information from the database should be

supplemented with information regarding

behaviors that support the organization’svalues and strategy.

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 10/33

Slide

2-10  

Task Performance Behaviors

Task performance behaviors are not

simply performed versus not performed.

 Although poor performers often fail to

complete required behaviors, it is just as

true that the best performers often exceed

all expectations for those behaviors.

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 11/33

Slide

2-11 

Discussion Questions

  How important is it to organizations that

employees go “above and beyond” their

actual job duties?

  Is this what separates truly exceptional

employees from those we might consider

“average”?

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 12/33

Slide

2-12  

Citizenship Behavior

Voluntary employee activities that may or may

not be rewarded but that contribute to the

organization by improving the overall quality of

the setting in which work takes place.Interpersonal

Organizational

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 13/33

Slide

2-13 

Types of Citizenship Behaviors

   F   i  g  u  r  e   2  -   2

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 14/33

Slide

2-14 

Interpersonal Citizenship Behavior

Behaviors that benefit coworkers andcolleagues and involve assisting,supporting, and developing other

organizational members in a way thatgoes beyond normal job expectations.

Helping  

Courtesy  

Spor tsmanship  

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 15/33

Slide

2-15  

Organizational Citizenship

Behaviors

Behaviors that benefit the largerorganization by supporting and defendingthe company, working to improve its

operations, and being especially loyal to it.Voice  

Civic vir tue  

Booster ism  

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 16/33

Slide

2-16  

Citizenship Behaviors

Relevant in virtually any job, regardless ofthe particular nature of its tasks, and thereare clear benefits of these behaviors in

terms of the effectiveness of work unitsand organizations.

Become even more vital duringorganizational crises, when beneficialsuggestions, deep employee involvement,and a positive “public face” are critical. 

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 17/33

Slide

2-17  

Counterproductive Behaviors

Coun terproduct ive behaviors  

Property deviance  

Produc t ion deviance  

Poli t ical deviance  

Personal aggressio n  

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 18/33

Slide

2-18  

Types of Counterproductive

Behaviors

   F   i  g  u  r  e   2  -   3

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 19/33

Slide

2-19 

Property Deviance

Sabotage

Theft

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 20/33

Slide

2-20  

Production Deviance

Wast ing resources

Subs tance abuse  

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 21/33

Slide

2-21 

Political Deviance

Gossip ing

Inciv i l i ty

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 22/33

Slide

2-22  

Personal Aggression

Harassment

Abuse

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 23/33

Slide

2-23 

Counterproductive Behavior, Cont’d 

There is evidence that people who engagein one form of counterproductive behavioralso engage in others.

Counterproductive behavior is relevant toany job. It doesn’t matter what the jobentails; there are going to be things tosteal, resources to waste, and people tobe uncivil toward.

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 24/33

Slide

2-24 

Discussion Question

How much “counterproductive” behavior

should a company have to put up with?

Where should the line be drawn?

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 25/33

Slide

2-25  

What Does It Mean to Be a Good

Performer?

Good at the job that falls within jobdescription

Engages in citizenship behaviors directed

at both coworkers and the largerorganization

Refrains from engaging in the

counterproductive behaviors that can sobadly damage the climate of anorganization

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 26/33

Slide

2-26  

What Does it

Mean to be a

“Good

Performer?” 

   F   i  g  u  r  e

   2  -   4

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 27/33

Slide

2-27  

Workplace Trends and Job

Performance

Statistics from the U.S. Department of

Labor confirm the rise of knowledge

work , in that jobs involving cognitive

activity are becoming more prevalent than jobs involving physical activity.

Service work  

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 28/33

Slide

2-28  

Performance Management

Management by ob ject ives

Behaviorally anchored rat ing scales

360 degree feedback  

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 29/33

Slide

2-29 

Behaviorally Anchored Rating

Scales (BARS)

Job: Customer Service Representative

Dimension: Valuing People

Makes time for distraught coworkers. Confronts staff who belittle others.

Sends cards or visits seriously ill coworkers. Encourages others to raise

Treats all people politely, Listens attentively when others are talking.

Interrupts others before they finish speaking. Laughs when others are put

Tells racially or ethnically derogatory jokes. Plays harmful pranks on coworkers.

5

4 

3 

2 

1 

issues or concerns.

down or ridiculed.

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 30/33

Slide

2-30  

Discussion Question

Has anyone here been through a 360-

degree appraisal process?

How did it make you feel?

How do you like the idea of your peers

evaluating your performance?

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 31/33

Slide

2-31 

Takeaways

Job performance is the set of employeebehaviors that contribute to organizational goalaccomplishment. Job performance has threedimensions: task performance, citizenship

behavior, and counterproductive behavior.

Task performance includes employee behaviorsthat are directly involved in the transformation oforganizational resources into the goods orservices that the organization produces.Organizations gather information about relevanttask behaviors using job analysis.

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 32/33

Slide

2-32  

Takeaways, Cont’d 

Citizenship behaviors are voluntary

employee activities that may or may not be

rewarded but that contribute to the

organization by improving the overallquality of the setting in which work takes

place.

Counterproductive behaviors are employeebehaviors that intentionally hinder

organizational goal accomplishment.

7/23/2019 Colquitt, LePine, Wesson Chap002

http://slidepdf.com/reader/full/colquitt-lepine-wesson-chap002 33/33

Slide

2-33 

Takeaways, Cont’d 

 A number of trends have affected job

performance in today’s organizations,

including the rise of knowledge work and

the increase in service jobs.

The MBO, BARS, and 360 degree

feedback practices are three ways that

organizations can use job performanceinformation to manage employee

performance.