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job performance

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job performance in organisation ; organisation behaviour ; managing people

Published in: Leadership & Management
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job performance

  1. 1. Presented by: M INDRAJA
  2. 2. INTRODUCTION: • Job performance assesses whether a person performs a job well. • Job performance, studied academically as part of industrial and organizational psychology (the branch of psychology that deals with the workplace), also forms a part of human resources management.
  3. 3. • John P. Campbell describes job performance as an individual-level variable, or something a single person does. • This differentiates it from more encompassing constructs such as organizational performance or national performance, which are higher-level variables. • Performance is an important criterion for organizational outcomes and success.
  4. 4. DEFINITION: • JOB PERFORMANCE A work performance that being shown by people in terms of expected quantity and quality of their jobs.
  5. 5. FEATURES: • There are several key features to Campbell's conceptualization of job performance which help clarify what job performance means.
  6. 6. FEATURES OF JOB PERFORMANCE JOB PERFOMANCE MOTIVATION INDIVIDUAL NEED PERSONAL PREFERANCES WORK ENVIRONMENT SKILL CAPABILITIES MENTAL APTITUDE PHYSICAL APTITUDE EXPERIANCE EDUCATION JOB TRAINING TOOLS
  7. 7. Outcomes: • First, Campbell defines performance as behavior. It is something done by the employee. • This concept differentiates performance from outcomes . • Outcomes are the result of an individual's performance, but they are also the result of other influences. • In other words, there are more factors that determine outcomes than just an employee's behaviors and actions.
  8. 8. • Campbell allows for exceptions when defining performance as behavior. • For instance, he clarifies that performance does not have to be directly observable actions of an individual. • It can consist of mental productions such as answers or decisions. However, performance needs to be under the individual's control, regardless of whether the performance of interest is mental or behavioral.
  9. 9. • The difference between individual controlled action and outcomes is best conveyed through an example. • On a sales job, a favorable outcome is a certain level of revenue generated through the sale of something. • Revenue can be generated or not, depending on the behavior of employees.
  10. 10. • When the employee performs this sales job well, he is able to move more merchandise. • However, certain factors other than employees' behavior influence revenue generated. • For example, sales might slump due to economic conditions, changes in customer preferences, production bottlenecks, etc. • In these conditions, employee performance can be adequate, yet sales can still be low.
  11. 11. • The first is performance and the second is the effectiveness of that performance. • These two can be decoupled because performance is not the same as effectiveness. • Another closely related construct is productivity. • This can be thought of as a comparison of the amount of effectiveness that results from a certain level of cost associated with that effectiveness.
  12. 12. • Utility is another related construct which is defined as the value of a particular level of performance, effectiveness, or productivity. • Utilities of performance, effectiveness, and productivity are value judgments. • In other words, effectiveness is the ratio of outputs to inputs—those inputs being effort, monetary costs, resources, etc.
  13. 13. Typesof jobperformance: • Another way to divide up performance is in terms of task and contextual behaviors. • Whereas task performance describes obligatory behaviors, contextual behaviors are behaviors that do not fulfill specific aspects of the job's required role.
  14. 14. • Citizenship behaviors are defined as behaviors which contribute to the goals of the organization through their effect on the social and psychological conditions. • Counterproductive behaviors, on the other hand, are intentional actions by employees which circumvent the aims of the organization.
  15. 15. Core self-evaluations: • Job performance is a consistent and important outcome of core self-evaluations (CSE). • The way in which people appraise themselves using core self-evaluations has the ability to predict positive work outcomes, specifically, job satisfaction and job performance. • The most popular theory relating the CSE trait to job performance argues that people with high CSE will be more motivated to perform well because they are confident they have the ability to do so.
  16. 16. • Motivation is generally the most accepted mediator of the core self-evaluations and job performance relationship. • These relationships have inspired increasing amounts of research on core self- evaluations and suggest valuable implications about the importance this trait may have for organizations.
  17. 17. Organizational goal relevance: • Another key feature of job performance is that it has to be goal relevant. Performance must be directed toward organizational goals that are relevant to the job or role.
  18. 18. • Therefore, performance does not include activities where effort is expended toward achieving peripheral goals. • For example, the effort put toward the goal of getting to work in the shortest amount of time is not performance.
  19. 19. JOB PERFORMANCE IN ORGANISATION • Organization always try to ensure employee perform well regardless weather they likes job or not. ORGANISATIONS USE: • Rules and procedures • Rewards and punishments
  20. 20. RELATIONSHIP BETWEEN JOB PERFORMANCE AND JOB SATISFACTION • Job performance may lead to job satisfaction if employees are fairly rewarded for a good performance
  21. 21. Conclusion : • Job satisfaction is not related to job performance managers do not need to be concerned about it. • Organization can control job performance by developing rules and procedures or giving rewards and punishments. • The direction of relationship between job performance and job satisfaction may be reversed.
  22. 22. CASE STUDY
  23. 23. The effects of organizational climate on managerial job performance and job satisfaction Abstract: • The effects of organizational climate on job performance and satisfaction as well as the effects of interactions between climate and individual needs on performance and satisfaction were examined for 76 managers from two organizations.
  24. 24. • It was found that climate was influenced by both the overall organization and by subunits within the organization. • Climate was fairly strongly related to subunit performance and to individual job satisfaction. • There was some limited evidence for climate and individual needs interacting to influence performance and satisfaction..
  25. 25. BIBILIOGRAPHY • Aamodt, M.G. (2007) Industrial/Organizational Psychology: An Applied Approach. Wadsworth, Belmont. • Judge, Timothy A.; Thoresen, Carl J.; Bono, Joyce E.; Patton, Gregory K. • Robert D. Pritchard, Bernard W. Karasick .
  26. 26. Thank you…..

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