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by: Aleen Hamill


Marketplace > John Carroll University > Business, management > MN325 > ORGANIZATIONALBEHAVIORMGMT
Aleen Hamill

GPA 3.98


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Class Notes
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This 2 page Class Notes was uploaded by Aleen Hamill on Tuesday October 13, 2015. The Class Notes belongs to MN325 at John Carroll University taught by Staff in Fall. Since its upload, it has received 30 views. For similar materials see /class/222301/mn325-john-carroll-university in Business, management at John Carroll University.




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Date Created: 10/13/15
Chapter 2 Job performance the value of the set of employee behaviors that contribute either positively or negatively to organizational goal accomplishment t places a boundary on which behaviors are and are not relevant to job performance Task performance includes employee behaviors that are directly involved in the transformation of 39 39 39 resources into the goods or services that the organization produces Online job descriptions focus on task performance behaviors Routine task performance involves well known responses to demands that occur routinely Adaptive task performance involves employee responses to task demands that are unusual or unpredictable They are becoming increasingly important Job analysis many organizations identify task performance behaviors by conducting a job analysis This involves three steps a Occupational Information Network ONET an online database that includes the tasks required knowledge skills and abilities for certain jobs Citizenship behavior voluntary employee activities that may or may not be rewarded but that contribute to the organization these behaviors benefit coworkers and involve assisting supporting and developing other organizational members in a way that that goes beyond normal job expectations Helping involves assisting coworkers with work Courtesy refers to keeping coworkers informed about matters that are relevant to them Sportsmanship involves 39 39 39 a good attitude with coworkers even when they ve done something annoying these behaviors benefit the larger organization by supporting and defending the company working to improve its operations and being especially loyal to it Voice involves speaking up and offering constructive suggestions for change Civic virtue refers to participating in the company s operations at a deeperthan normal level by attending voluntary events and meetings Boosterism representing the organization in a positive way when out in public Counterproductive behavior employee behaviors that intentionally hinder organizational goal accomplishment v r refers to behaviors that harm the organization s assets and Sabotage the purposeful destruction of physical equipment and organizational processes Theft m educes the efficiency of work output Wasting resources most common form of production deviance Substance abuse M refers to behaviors that39 39 quot quot 39 other39 quot 39 39 39 Gossiping ncivility communication that s rude and impolite Personal aggression hostile verbal and physical actions Harassment when employees are subjected to unwanted physical contact or verbal remarks Abuse when an employee is assaulted or endangered Knowledge work work requiring cognitive work and analytical knowledge rather than physical labor Management by Objectives MBO is a management philosophy that bases an employee s evaluations on whether the employee achieves specific performance goals Behaviorally Anchored Rating Scales BARS measure performance by directly assessing job performance behaviors 360degree feedback involves collecting performance information from anyone who might have firsthand knowledge about the employee s performance behaviors Jack Welch Vitality Curve forces managers to rank employees into top 20 quotvitalquot 70 and bottom 10 20 of fortune 500 companies use some variation of this system


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