3 PAGE ESSAY
chajia
chapter_2_-_performance__commitment.pptxChapter 2: Performance and Commitment
Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin
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Learning Objectives
Define job performance and organizational commitment.
Define task performance and explain how organizations identify key task behaviors.
Define citizenship behavior, and describe some examples of it.
Define counterproductive behavior, and describe some examples of it.
Describe the three types of organizational commitment.
Understand the four primary responses to negative events at work.
Describe examples of psychological withdrawal and physical withdrawal.
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Performance and Commitment
Job performance is the value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment.
Includes behaviors that are within the control of the employees.
Not the consequences or results of behavior--the behavior itself
Organizational commitment is the desire on the part of an employee to remain a member of the organization.
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Job Performance
Behaviors that contribute to organizational goal accomplishment.
Texting while working vs. Texting during the break
Categories of Job Performance Behaviors
Task performance
Citizenship behavior
Counterproductive behavior
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Task Performance
Behaviors involved in the transformation of resources into goods or services.
Routine task performance - responses to demands that occur in a predictable way.
Ex. Flight attendant; UPS delivery worker
Adaptive task performance - responses to demands that are unpredictable.
Ex. Flight attendant; Cyber security engineer
How do we identify relevant task behaviors?
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Job Analysis
Conducted to identify task performance behaviors.
STEP 1: A list of all the activities involved in a job is generated.
Observation, interview, questionnaire
STEP 2: Each activity on this list is rated by “subject matter experts” according to things like the importance and frequency of the activity.
STEP 3: The activities that are rated highly in terms of their importance and frequency are retained and used to define task performance.
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Performance Review Form Men’s Wearhouse (TMW)
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Occupational Information Network
The Occupational Information Network (or O*NET) includes the characteristics of most jobs in terms of tasks, behaviors, and the required knowledge, skills, and abilities (http://online.onetcenter.org).
Task information from the database should be supplemented with information regarding behaviors that support the organization’s values and strategy.
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Citizenship Behavior
Voluntary activities that may or may not be rewarded but contribute to the organization by improving the quality of the work setting.
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Types of Citizenship Behaviors
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Interpersonal Citizenship Behavior
Benefit other organizational members.
Involve assisting colleagues in a way that goes beyond normal job expectations.
Helping - assisting coworkers who have heavy workloads, etc..
Courtesy - keeping coworkers informed about matters that are relevant to them..
Sportsmanship - maintaining a good attitude with coworkers, even when they’ve done something annoying. .
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Organizational Citizenship Behaviors
Benefit the organization.
Involve supporting and defending the company, working to improve its operations, and being loyal to it.
Voice – speaking up and offering constructive suggestions for change.
Civic virtue - participating in the company’s operations at a deeper-than-normal level.
Boosterism - representing the organization in a positive way when out in public and away from work..
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Other Important Points About Citizenship Behaviors
They are important in virtually any job.
These behaviors can vary significantly over time.
An employee who engages in citizenship behavior during one point in time might not engage in citizenship behavior at other points in time.
Employees may discount the importance of citizenship behaviors.
They focus on their job tasks and leave aside any “extra” stuff
Discounting citizenship behaviors is a bad idea
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Research Evidence
Research on 30 restaurants showed that higher levels of citizenship behavior promoted
higher revenue,
better operating efficiency,
higher customer satisfaction,
higher performance quality,
less food waste, and
fewer customer complaints.
Counterproductive Behaviors
Are employee behaviors that intentionally hinder organizational goal accomplishment.
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Types of Counterproductive Behaviors
Property deviance - harming the organization’s assets.
e.g., sabotage, theft
Production deviance - reducing efficiency of work output.
e.g., wasting resources, substance abuse
Political deviance - intentionally disadvantaging others.
e.g., gossiping, incivility
Personal aggression - engaging in hostile verbal and physical actions directed toward others.
e.g., harassment, abuse
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Other Important Points About Counterproductive Behavior (CPB)
CPB is relevant to any job.
It doesn’t matter what the job entails; there are going to be things to steal, resources to waste, and people to be uncivil toward.
People who engage in one form of CPB tend to engage in others.
It is often surprising which employees engage in CPB.
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What does it mean to be a good performer?
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Organizational Commitment
Organizational commitment influences whether an employee stays a member of the organization (is retained) or leaves to pursue another job (turns over).
Employees who are not committed to their organizations engage in withdrawal behavior.
A set of actions that employees perform to avoid the work situation
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Organizational Commitment and Employee Withdrawal
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Types of Commitment
Affective commitment is a desire to remain a member of an organization due to an emotional attachment to, and involvement with, that organization.
You stay because you want to.
Continuance commitment is a desire to remain a member of an organization because of an awareness of the costs associated with leaving it.
You stay because you need to.
Normative commitment is a desire to remain a member of an organization due to a feeling of obligation.
You stay because you ought to.
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Three Types of Organizational Commitment
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Drivers of Organizational Commitment
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Focus of commitment refers to the various people, places, and things that can inspire a desire to remain a member of an organization.
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Affective Commitment
Employees who feel a sense of affective commitment
identify with the organization,
accept that organization’s goals and values,
are more willing to exert extra effort on behalf of the organization.
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Continuance Commitment
Continuance commitment exists when there is a profit associated with staying and a cost associated with leaving.
Tends to create a more passive form of loyalty.
Increases to continuance commitment
Total amount of investment (in terms of time, effort, energy, etc.) an employee has made in mastering his work role or fulfilling his organizational duties.
Lack of employment alternatives
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Normative Commitment
Normative commitment exists when there is a sense that staying is the “right” or “moral” thing to do.
The sense that people should stay with their current employers may result from personal work philosophies or more general codes of right and wrong developed over the course of their lives.
Build a sense of obligation-based commitment among employees
Create an obligation that the employee is in the organization’s debt
Becoming a particularly charitable organization
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Withdrawal Behaviors
Employees who are not committed engage in withdrawal behaviors (actions used to avoid the work situation).
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Two Categories of Withdrawal Behaviors
Psychological withdrawal – gives a mental escape from work (a.k.a. “warm-chair attrition”).
Examples: daydreaming, socializing, looking busy, moonlighting, cyberloafing
Physical withdrawal – gives a physical escape from work.
Examples: tardiness, long breaks, absenteeism, quitting
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Reactions to Negative Events at Work: Exit-Voice-Loyalty-Neglect Framework
Exit - active, destructive – when an individual ends or restricts organizational membership (i.e., physical withdrawal).
Voice - active, constructive – when an individual attempts to improve the situation.
Loyalty - passive, constructive – when an individual maintains public support while hoping for improvement.
Neglect - passive, destructive – when effort in the job declines (i.e., psychological withdrawal).
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Four Types of Employees
| Stars (likely to engage in voice) | Citizens (likely to engage in loyalty) |
| Lone Wolves (likely to engage in exit) | Apathetics (likely to engage in neglect) |
Task Performance
Organizational Commitment
HIGH LOW
LOW HIGH
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Models of Withdrawal Behaviors
Independent forms model – withdrawal behaviors are uncorrelated with one another.
Compensatory forms model – withdrawal behaviors are negatively correlated with one another.
Progression model – withdrawal behaviors are positively correlated and get worse.
received the most scientific support.
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Takeaways
Job performance: contribute to organizational goal accomplishment.
Three types of performance: task performance, citizenship behaviors, and counterproductive behaviors.
Organizational commitment: desire to remain a member of the organization.
Three types of commitment: affective, continuance, and normative.
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Takeaways
Psychological vs. physical withdrawal:
Psychological – mental escape
Physical – physical escape
Four response to negative work events: exit, voice, loyalty, and neglect.
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Confirming Pages
8 C H A P T E R 1 What Is Organizational Behavior?
A N I N T E G R AT I V E M O D E L O F O B Because of the diversity in its topics and disciplinary roots, it’s common for students in an orga- nizational behavior class to wonder, “How does all this stuff fit together?” How does what gets covered in Chapter 3 relate to what gets covered in Chapter 13? To clarify such issues, this text- book is structured around an integrative model of OB, shown in Figure 1-1 , that’s designed to provide a roadmap for the field of organizational behavior. The model shows how the topics in the next 15 chapters—represented by the 15 ovals in the model—all fit together. We should stress that there are other potential ways of combining the 15 topics, and Figure 1-1 likely oversimpli- fies the connections among the topics. Still, we believe the model provides a helpful guide as you move through this course. Figure 1-1 includes five different kinds of topics.
FIGURE 1-1 Integrative Model of Organizational Behavior
Leadership: Styles & Behaviors
Leadership: Power &
Negotiation
Teams: Processes &
Communication
Teams: Characteristics &
Diversity
Organizational Structure
Organizational Culture
Stress
Motivation
Trust, Justice, & Ethics
Organizational Commitment
Job Performance
Job Satisfaction
Learning & Decision Making
INDIVIDUAL CHARACTERISTICS
INDIVIDUAL CHARACTERISTICS
GROUP MECHANISMS
GROUP MECHANISMS
ORGANIZATIONAL MECHANISMS
ORGANIZATIONAL MECHANISMS
INDIVIDUAL OUTCOMES INDIVIDUAL OUTCOMES
INDIVIDUAL MECHANISMS
Ability
Personality & Cultural Values
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