Lecture 2

Question 1

job performance

Answer 1

the overall expected value from employees’ behaviors carried out over the course of a set period of time(Motowidlo, Borman, & Schmidt, 1997).

Question 2

Performance is a property of behavior

Answer 2

(what employees peopledoat work)

Question 3

Expected value to the organization

Answer 3

–an employee’s behaviors may be distinguished in the extent to which they help or hinder the organization

Question 4

Task Performance (TP).

Answer 4

These are the actions that directly transform raw materials to goods and services – they are the things that are typically included in job descriptions

Question 5

Organisational citizenship behaviour(OCB)

Answer 5

is a person’s voluntary commitment within an organization or company that is not part of his or her contractual tasks.

Question 6

Counterproductive work behavior(CWB)

Answer 6

Counterproductive work behavior(CWB) is employee behavior that goes against the legitimate interests of an organization.

Question 7

CWB - examples

Answer 7

Absenteeism
Bullying
Loafing
Lateness
Sabotage
Sexual harassment
Substance abuse
Theft
Turnover
Withdrawal

Question 8

Concepts in Performance Measurement

Answer 8

Uses for performance information
Criterion data
Employee development
Motivation/satisfaction
Rewards
Promotion
Layoff

Question 9

Performance Management

Answer 9

Emphasizes link between individual behavior & organizational strategies & goals

Question 10

3 Components of Performance Management

Answer 10

1. Definition of performance
2. Actual measurement process
3. Communication between supervisor & subordinate about individual behavior & organ. expectations

Question 11

Perceptions of Fairness in Performance Measurement

Answer 11

Factors associated with fairness measurement

1. Appraisal frequency “+” related to fairness perceptions
2. Joint planning with supervisor to eliminate weaknesses enhances fairness perception
3. Supervisor’s knowledge of duties of person being measured
4. Supervisor’s knowledge of actual performance of person being rated

Question 12

Dunning-Krueger Effect

Answer 12

A phenomenon where people with little knowledge or skill think they know more or have more skill than they do. This occurs while simultaneously overlooking and/or underestimating the knowledge and skills of those involved in the task at hand

Question 13

Perceptions of Fairness in Performance Measurement (cont’d)

Answer 13

1. Distributive justice
   Fairness of outcomes related to decisions
2. Procedural justice
   Fairness of process by which ratings are assigned & a decision is made
3. Interpersonal justice
   Respectfulness & personal tone of communications surrounding evaluation

Question 14

: Performance Rating—Process

Answer 14

Rating sources

1. Supervisors
   - Most common information source
   - Many actively avoid evaluation & feedback

Question 15

Self-Ratings

Answer 15

1. Discussion of ratings with supervisor increases perceptions of procedural fairness
2. Potential for distortion & inaccuracy
   Minimized with supervisor discussion
3. Conflict of interest if used for administrative purposes

Question 16

Rating Sources

Answer 16

1. Subordinate ratings
   Critical that subordinate feedback be kept anonymous
2. Customer & supplier ratings
   Important from business strategy vantage point

Question 17

Rating Distortions

Answer 17

1. Central tendency error
   Raters choose mid-point on scale to describe performance when more extreme point is more appropriate
2. Leniency-severity error
   Raters are unusually easy or harsh in their ratings

Question 18

Halo error

Answer 18

Same rating is assigned to an individual on a series of dimensions, causing the ratings all to be similar; lack of identification of strengths and weaknesses

A “halo” surrounds the ratings
Horn effect is the opposite

Question 19

Employee more likely to accept negative feedback if he/she believes:

Answer 19

Supervisor has sufficient “sample” of subordinate’s actual behavior
Supervisor & subordinate agree on subordinate’s job duties
Supervisor & subordinate agree on definition of good & poor performance
Supervisor focuses on ways to improve performance

Question 20

The Beverly Hills syndrome:

Answer 20

General remark: Comparing yourself only with peers

Question 21

Pen’s ParadeorThe Income Parade

Answer 21

is a concept described in a 1971 book published by Dutch economistJan Pendescribing Income Distribution. The parade is defined as a succession of every person in the economy, with their height proportional to their income, and ordered from lowest to greatest. People with average income would be of average height, and so the spectactor. The Pen’s description of what the spectator would see is a parade of dwarves, and then some unbelievable giants at the very end

Question 22

Bosman Ruling

Answer 22

Since the Bosman Ruling the salaries in Football exploded. This is because the labourmarket was completely liberalized: football players went to places where they could make the most money.