Job Performance

Chapter 3
 Course Framework
Input Process Output

Job Satisfaction

Personality Emotions Job

Performance
Individual Motivation
Values
Perception & Decision Making
Commitment
Stress

Communication Group
Group
Effectiveness
Group Structure Leadership

Roles & Power & Politics

Group Cohesion
Norms
Conflict & Negotiation
 Class Question

What do we mean by job performance and why is it important in the context

of organizational behaviour?
More on that Question

What is the difference between results and behavioural based

performance (and evaluation)

What are the three components of job performance and why do they
matter?
Results vs Behavioural
Based Performance

Is job performance a set of behaviours

that a person does (or does not) perform,
or is job performance the end result of
those behaviours?
Would you prefer to be evaluated
on results or behaviour? Why?
Challenges

 Results-based
 Results only capture some of the contribution of employees
 Results influenced by factors beyond employees’ control
 Doesn’t help uncover how one improves behaviour
 Can achieve results through corrosive behaviour

 Behavioural-Based
 Might stifle creativity/flexibility
 less objective
 Certain behaviours may not be linked with organizational
performance outcomes
What is Job Performance?

Employee behaviours that contribute, either positively or negatively,

to the accomplishment of organizational goals
A good performer is one who
✓ Performs job tasks well
✓ Engages in citizenship behaviour
✓ Refrains from counterproductive behaviours
 Routine
Task
Adaptive Performance

Creative
Model of Job Performance
Interpersonal
Citizenship Job
Behaviour
Organizational Performance

Property
Deviance
Production Counter-
Deviance Productive
Political Behaviour
Deviance
Personal
Aggression
Task Performance

Task performance includes employee behaviours that are directly

involved in the transformation of organizational resources into the goods
or services that the organization produces.
Routine task performance
Adaptive task performance
Creative task performance
 Life as an Academic
Research (40%)
Publish high quality research
Demonstrate research performance at conferences/meetings
Be a leader in my field of research
Teaching (40%)
Teach effectively in the classroom
Be available to students for assistance and guidance
Develop course material
Service to business school (15%)
Committee representation
Participate in business school decision-making
Conduct myself as a collegial co-worker
Other (5%)
Provide managers with expertise advice
Be responsive to requests for public news comment
Result_based
Performance
Number of publications
Number of citations
Which journals
Number of conferences
attended
Number of presentations made
Student teaching ratings
Committees
Student teaching awards
Number of quotations in news
media
Behaviour_based
Performance
Has a pleasant manner
Present on a regular basis
Courteous to administrative staff
Nice to students
Student tutorials and assistance
Conducts research ethically
Known by managers
Assisting other faculty members
Positively representing Schulich
Offer constructive suggestions for
business school improvement
Engaging in voluntary events and
activities
Citizenship Behaviour

Voluntary employee activities that contribute to

organizational goals by improving the context in
which work takes place
 Interpersonal Citizenship
Behaviour
Discretionary acts that go beyond normal job
expectations to assist, support, and develop co-
workers and colleagues
Altruism: helping other co-workers on work-related problems.
Conscientiousness: doing and performing beyond the minimum role
requirements in areas such as attendance, taking breaks, etc.
Sportsmanship: tolerating less favourable work environments and
avoiding complaining.
 Organizational Citizenship
Behaviours
Discretionary behaviours that benefit the larger
organization by supporting and defending the
company, working to improve its operations, and
being especially loyal to it.
Courtesy: preventing occurrences of work related problems with
other colleagues.
Civic Virtue: the individual is concerned about the well being of the
organization by being involved in meetings, voting, etc.
 Citizenship Behaviours and
Performance?
All businesses benefit but…
Vital during organizational crises, when beneficial suggestions, deep
employee involvement, and a positive “public face” are critical.
Vital to businesses in growth stage of development, in a challenging
labour market, constantly changing environment, etc.
 Counterproductive Behaviours
Discretionary employee behaviours that intentionally hinder
organizational goal accomplishment.

What are some examples of “counterproductive behaviours?”

Has anyone witnessed counterproductive behaviours?

Types of Counterproductive
Behaviours
 Counterproductive Behaviours -
Minor/Interpersonal

Political deviance refers to behaviours that intentionally disadvantage

other individuals rather than the larger organization. Relatively minor
consequences
Gossiping – casual conversations about other people in which the
facts are not confirmed as true
Incivility - communication that is rude, impolite, discourteous and
lacking in good manners
 Counterproductive Behaviours -
Minor/Organizational

Production deviance refers to intentionally reducing organizational

efficiency of work output. Directed toward the organization with
relatively minor consequences
Wasting resources – using too many materials or too much time to
do too little work
Substance abuse – the abuse of drugs or alcohol before coming to
work or while on the job
 Counterproductive Behaviours -
Serious/Interpersonal

Personal aggression refers to hostile verbal and physical actions

directed toward other employees. Relatively serious consequences
Harassment - unwanted physical contact or verbal remarks from a
colleague
Abuse - employee assault or endangerment from which physical
and psychological injuries may occur
 Counterproductive Behaviours -
Serious/Organizational

Property deviance refers to behaviours that harm the organization’s

assets and possessions. Directed toward the organization with serious
consequences
Sabotage – purposeful destruction of equipment, organization
processes, or company products
Theft – stealing company products or equipment from the
organization
 Routine
Task
Adaptive Performance

Creative
Model of Job Performance
Interpersonal
Citizenship Job
Behaviour
Organizational Performance

Property
Deviance
Production Counter-
Deviance Productive
Political Behaviour
Deviance
Personal
Aggression
Summary
• Job Performance
• Task performance
• OCB
• Counterproductive behavior

• Next Session: Commitment