Lecture 2: Performance

WHAT IS PERFORMANCE: Performance is the output of an individual or firm
1. Effectiveness:
  1. Output.
  2. influenced by factors such as work design, technology and equipment
2. Productivity:
  1. Quantity or quality that should be produced.
CAMPBELL's Performance Model
1. Declarative Knowledge: Knowing facts
  1. Job-Specific Task Proficiency
  2. Maintaining Discipline
  3. Demonstrating Effort
2. Procedual Knowledge and Skill: Knowing how to perform a particular task
  1. Facilitating Team and firm performance
  2. Non Job Specific Task Proficiency
3. Motivation: An individual's decision to perform and exert effort in order to achieve goals.
  1. Supervision/leadership
  2. Mgmt/Administration
  3. Communication task Proficiency
Borman's & Motowidlo's (1993) Task and Contextual performance
1. Task: Doing what is required
  1. Varies job to job
    1. Individual differences are tied to knowledge and capabilities
2. Contextual: Going beyond what is required
  1. Common to most jobs
    1. Individual differences are tied to motivation/ personality
Organisational Citizenship Behaviour
1. Altruism: Helpful behaviours directed towards members within the organisation.
2. Generalised Compliance: Behaviour that is helpful to the broader organisation
Adaptive Performance: Adapting to change (important in today's society)
Proactive Work Behaviour: People who make things happen.
Taxonomy: Adaptivity, Proactivity and Proficiency
1. Of the individual, the teams and the organisation
  1. Individual: Ensure tasks are completed properly, adapts to new equip, intiates a better way to complete things
  2. Team: Coordinates work with team members, responds constructively to team changes and develops methods to perform better as a team
  3. Organisation: Talks about org in proactive ways, Coops with org in changes in operations, makes suggestions to improve overall efficiency of org
Research Example: Neal, Yeo, Koy + Xiao (2011): Links differences among the Big Five personality factors and 9 dimensions of Job performance. Tested 1447 Aus gov staff and supervisors
1. Openness, Agreeableness, Extraversion, Conscientiousness and Neuroticism
  1. Results: O > indi & org proact (pos) > team & org prof (neg). A> indi prof (neg). C > All dimensions (pos). E > indi prof (neg). N > all dimensions (neg).
GREAT 8 PERSONALITIES
1. Leading & Directing, Supporting & Cooperating, Interacting & Presenting, Analysing & Interpreting, Creating and Conceptualising, Organising and Executing, Adapting and Coping, Enterprising and performing.
Counterproductive work behaviours: Interpersonal or org deviance. Heirarchical Model of Deviance (Sackett)
1. Interpersonal: Harassment, Gossip, Fighting.
2. Organisation:
  1. Property deviance: theft, damage, Sabotage.
  2. Production Deviance: absence, tardiness, long breaks, sloppy work.
Emotional Labour: The effort, planning & control needed to express organisationally desired emotions during interpersonal interactions.
1. Frequency, Attentiveness, Variety and Emotional Dissonance.
  1. Surface Acting: Engaging in superficial display of the normative emotion without making any effort to change what one is actually feeling
  2. Deep Acting: Trying to modify felt emotions in order to bring both behavious and internal experience into alignment to expected displays.
2. Consequences: SA is a stronger predictor of psychological distress than DA because more effort is required to meet role demands, often imposing a drain ones emotional resources.

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Lecture 2: Performance

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