the set of employee behaviors that contribute, either positively or
negatively, to organizational goal accomplishment
employee behaviors that are directly involved in the
transformation of organizational resources into the goods or
services that the organization produces
the set of explicit obligations that an employee must fulfill to
receive compensation and continued employment.
a list of activities: oservations, surveys, and interviews of
employees
each activity 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 their
importance and frequency are retained and used to define
task performance
interpersonal citizenship behavior : behaviors benefit
coworkers and colleagues and involve assisting,
supporting, and developing other organizational members
organizational citizenship behavior : support and protect the
company, work to improve the company's performance,
behavior is relevant to almost every job
change significantly over time
tempting to downplay the importance of citizenship behaviors -
focusing only on your own job duties and putting the “extra”
things aside
actions, behaviors, or activities that harm the organization, its
employees, or its operations
significant negative consequences, impacting productivity,
morale, and even the organization's financial well-being
behaviors that harm the organization’s assets and possessions
Property deviance
Ex: sabotage, theft
against the org but focus on reducing the efficiency of work
output
Production
Ex: wasting resources, substance abuse
intentionally disadvantage other individuals rather than larger org
Political
Ex: gossiping, incivility
hostile verbal and physical actions directed toward other
employees
Personal aggression
Ex: harassment, abuse
employees are good at the particular job tasks that fall within
their job description
Good performer?
The goal for any manager is, therefore, to have employees who
fulfill all three pieces of this good performer description.
a reflection of the changing nature of work from industrial to
knowledge-based
The change is complexity of technology, the globalization of
Knowledge work
markets, and the rise of the service economy
more fluid and dynamic, Facts, data, and information are always
changing
expectations for knowledge workers are increasingly high
dominated the scene, the fastest-growing sector: the service
industry (interactions and expertise)
A misstep in a service encounter cannot be masked or rectified
later;
As the service economy continues its ascent, mastering the art
of invisible interaction will become increasingly valuable
includes behaviors that are Job Performance:
within the control of employees
a set of energetic forces both within and outside employees,
initiates work-related effort, determines its direction...
Motivation
Definition
a critical consideration --> effective job performance
Task Performance
exerting a high level of effort will result in the
Expectancy successful performance
Expectancy theory Instrumentality that successful performance will result in some outcomes
reflects the anticipated value of the outcomes associated with
Valence
performance
positive, negative or zero
Organizations identify behaviors that underlie task as the primary drivers of the intensity and
performance persistence of effort
people know what their best is
Specific and difficult goals more effective than do-your-best They help employees gauge
the effort and time needed to meet defined criteria.
Feedback: consists of updates on employee progress toward
goal attainment.
Why exactly do specific and difficult goals have such positive Task complexity : reflects how complicated the information and
effects? actions
Goal commitment : defined as the degree to which a person
2 most common types accepts a goal and is determined to try to reach it
first: rewards, ex: promotions, bonuses, recognition
second: relate to sharing progress and outcomes
Citizen Behavior Strategies for Fostering Goal Commitment
third: support, include: provide necessary resources and
guidance, enhance the likelihood of goal achievement
goal setting theory fourth: participation, entails individuals in the goal-setting
process, fostering ownership and commitment
Importanct points
Final: resources, providing tools, equipment, and personnel to
achieve their goals
Specific: clearly goals and specifically defined
Measurable : goals should always be measurable
Achieveable: goals should be achievable and fit in your present
schedule
What are S.M.A.R.T Goals?
LESSON 4 Relevant: The goals should not be wage and be realistic
Time-based: There should be a time frame attached to your goal
Definition which will give you the motivation to work towards it.
motivation doesn’t just depend on your own beliefs and
circumstances but also on what happens to other people
Definition
employees create a mental ledger of the inputs they put into their
job duties.
First: the ratio of outcomes to inputs is balanced between
you and your comparison other
Second: your ratio of outcomes to inputs is less than your
comparison other’s ratio.
3 possible outcomes
Types Third: your ratio of outcomes to inputs is greater than your
Counterproductive behavior comparison other’s ratio
Job equity: Compare yourself to others doing the same job,
Equity theory same company, with = levels of education, seniority and
performance
Company Equity: compare ... same company but deffirent jobs,
= levels of resonsibility and working conditions
Occupational Equity : doing same job but different company
different comparison others
Educational Equity: compare yourself to others who have
attained the same education
Age: compare yourself to others of the same age
Meaningfulness: the value of a work goal or
purpose, relative to a person's own ideals and
passions
Self-determination: a sense of choice in the
initiation and conituation of work tasks
competence a person's belief in his/her capability to
Psychological empowerment
perform work
Impact a person's actions ""make a difference"
Workplace trends today's organiztions
strongest performance effect is self-efficacy/competence
difficultgoals are the second most powerful motivation
How important is motivation? high levels of valence, instrumentality, and expectancy
Service work perceptions of equity
moderate posiive effect on organozational commitment