Managing Behaviour in Organisations paper 1000 words

Job Performance & Work Behaviours (PART 1)

MGMT90018 Managing Behaviour in Organisations

Seminar Leader: Dr. Jesse E. Olsen

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Objectives

• Define job performance and identify the types of behaviours it entails. • Identify withdrawal behaviours and why they are

important. • Define creativity and discuss how it relates to job

performance.

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Agenda • Job performance

ꟷ Task performance ꟷ Citizenship behaviours ꟷ Counterproductive work behaviours

• Withdrawal behaviours • More on creativity

Source (except where otherwise noted): Colquitt, J., LePine, J., & Wesson, M. (2018). Job Performance. In Organizational Behavior: Improving Performance and Commitment in the Workplace (6th ed., pp. 30–59). McGraw-Hill Education. ISBN: 9781260092301

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Job Performance Job performance is comprised of the behaviors that are relevant to the achievement of an organisation’s goals.

Job performance

Task performance

Counterproductive Work Behaviours

(CWBs)

Organisational Citizenship Behaviours

(OCBs)

We can view most jobs as having these 3 key facets à

(However, these 2 aren’t often captured in job evaluations à)

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Task performance Task performance is thought of as the formally defined behaviors that contribute to organisational objectives. ’Are you doing your job well?’ There are three parts of task performance we can look at:

Routine task performance: Well-known responses to demands that occur in a normal, routine, predictable way.

Adaptive task performance: Adapting to task demands that are unusual and unpleasant.

Creative task performance: Need to develop ideas that are novel and useful.

Job performance

Task performance

Counterproductive Work Behaviours

(CWBs)

Organisational Citizenship Behaviours

(OCBs)

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'Routine’ task performance doesn’t have to be boring!

https://www.youtube.com/watch?v=1LkQC5AU4Pg 6

Organisational Citizenship Behaviours (OCBs) OCBs are voluntary behaviours that contribute to the organization and/or the work setting. These are generally not explicitly or directly rewarded by the reward system. There are two types of OCBs that we can look at:

OCB-I: OCB toward an individual.

OCB-O: OCB toward the organisation more generally (or toward the supervisor as a representative of the organisation).

Job performance

Task performance

Counterproductive Work Behaviours

(CWBs)

Organisational Citizenship Behaviours

(OCBs)

Source: Organ, D. W. (2018). Organizational Citizenship Behavior: Recent Trends and Developments. Annual Review of Organizational Psychology and Organizational Behavior, 5(1), 295–306. https://doi.org/10.1146/annurev-orgpsych-032117-104536 /

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OCBs (cont’d.) We can also look at more specific types of OCBs…

Job performance

Task performance

Counterproductive Work Behaviours

(CWBs)

Organisational Citizenship Behaviours

(OCBs)

Source of figure at left: Colquitt et al. (2018, p. 39). 8

Counterproductive Work Behaviours (CWBs) CWBs are intentional, and they hinder/prevent organisations from achieving their goals. There are a few ways to look at CWBs…

Job performance

Task performance

Counterproductive Work Behaviours

(CWBs)

Organisational Citizenship Behaviours

(OCBs)

Source of figure at left: Colquitt et al. (2018, p. 42). 9

CWBs (cont’d.)

10 https://www.youtube.com/watch?v=fjsSr3z5nVk

From Office Space (1999; 20th Century Fox)

CWBs (cont’d.): What does research tell us?

1. People who engage in one form of CWB also engage in others (so not an isolated behavior, but a pattern of behaviors).

2. Like OCBs, CWBs are relevant to all jobs. 3. Can be surprising which employees engage in

CWBs. There is only a weak negative correlation with job performance (meaning that high performers engage in CWBs, too).

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Agenda • Job performance

ꟷ Task performance ꟷ Citizenship behaviours ꟷ Counterproductive work behaviours

• Withdrawal behaviours • More on creativity

12 Source (except where otherwise noted): Colquitt, J., LePine, J., & Wesson, M. (2018). Job Performance. In Organizational Behavior: Improving Performance and Commitment in the Workplace (6th ed., pp. 30–59). McGraw-Hill Education. ISBN: 9781260092301

Withdrawal behaviours

Behaviours in which employees voluntarily physically remove themselves from the workplace.

Source: Berry, C. M., Lelchook, A. M., & Clark, M. A. (2012). A meta-analysis of the interrelationships between employee lateness, absenteeism, and turnover: Implications for models of withdrawal behavior. Journal of Organizational Behavior, 33(5), 678–699. https://doi.org/10.1002/job.778

Lateness

Absenteeism

Voluntary Turnover

• Payroll costs • Productivity losses • Replacement costs • Lower coworker

morale and motivation

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Withdrawal behaviours (cont’d.)

• Lateness, absenteeism, and voluntary turnover are also known as ‘physical withdrawal’.

• But we should note that people experience psychological withdrawal, too.

• Psychological withdrawal can lead to physical withdrawal, lower performance and OCBs, and/or CWBs.

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Job Performance & Work Behaviours (PART 2)

MGMT90018 Managing Behaviour in Organisations

Seminar Leader: Dr. Jesse E. Olsen

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Agenda • Job performance

ꟷ Task performance ꟷ Citizenship behaviours ꟷ Counterproductive work behaviours

• Withdrawal behaviours • More on creativity

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• Creativity entails generating ideas that are novel and useful. • There are three components to creativity

Creativity Basics

Source: Amabile, T. M. (1996). Creativity in context. Boulder, CO: Westview Press

Domain knowledge

Creative thinking

skills

Task motivation

Creativity

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Creativity Example

18 https://www.youtube.com/watch?v=OImC0dIAfwo

1. Is this creative? Why or why not? (Think in terms of the definition of creativity.)

2. Does this performer seem to exhibit the three components of creativity?

Stages in Creative Thought: • Preparation (gathering data, defining

problem, generating alternatives, examining information) • Incubation (unconscious mental activity;

can happen while you are doing something else) • Illumination (insight occurs and is

recognised and articulated) • Verification (evaluation of the idea

against criteria for acceptable solutions)

Creative Problem-Solving Process

Source: Whetten, D. A., & Cameron, K. S. (2007). Developing management skills (7th ed). Upper Saddle River, NJ: Prentice Hall. 19

Creativity through the COVID-19 Pandemic

20 https://www.youtube.com/watch?v=yRwsHPwz3mA

Have you done or encountered anything creative during this time? If so, what?

Conclusion: Revisiting the Objectives

• Define job performance and identify the types of behaviours it entails. • Identify withdrawal behaviours and why they are

important. • Define creativity and discuss how it relates to job

performance.

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