productive behavior in organizations

8/15/2019 Productive Behavior in Organizations

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Organizational Psychology: A Scientist-Practitioner Approach

Jex, S. M., & Britt, T. W. (2014)

Productive Behavior in Organizations

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[email protected]

mailto:[email protected]:[email protected]


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Defining Productive Behavior

! "m#loyee $e%aior t%at ontri$utes to t%e goals o' t%e organiation

! T%ree ommon 'orms

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Job Performance

! *in+e to $e%aiors assoiate -it% o$/relate tas+s

! istinguis%e 'rom ot%er relate terms

(e''etieness, utility, #routiity,

e''iieny)

! ritial to learly e'ine t%e riterion

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Models of Job Performance

! ime at ienti'ying #er'ormane imensionsommon to all o$s

! Seeral imensional moels

3 n/ ersus extra/role #er'ormane

3 am#$ell5s eig%t/imensional 'rame-or+

3 Mur#%y5s 'our/imensional moel

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Campbell’s eight-dimensional framewor

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Murph!’s four-dimensional model

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Measurement of Job Performance

• Various methods exist:

–Paper/pencil, job skills, hands-on, simulations, task ratings, andgeneral/global ratings

– Ratings are generally the most popular• Focus on ealuating per!ormance-related behaiors• "ndirect is more common than direct• #urphy$s list o! per!ormance assessment options

• %ood measurement must oercome many threats:– #easurement/rater error– Restricted range in ratings– "nstability o! per!ormance oer time

• &'orts to reduce error in ratings– (ehaiorally anchored rating scales

–Rater training

– #ultiple methods• )istinction bet*een:

– +ypical or normal per!ormance– #aximum or peak per!ormance

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"estriction in Performance "atings

! T%e #ro$lem is in lo- aria$ility among em#loyees -%en

using t%e rating ata

! rti'atual restrition ersus true restrition

! 6ossi$le reasons 'or t%is restrition

3 7Surial o' t%e 'ittest8

3 9rganiational stanars are too lo-

3 :ig% #er'ormane is not onsistently alue

3 *o- #er'ormane is o'ten exuse

3 ;esoures are uneenly istri$ute or limite

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#nstabilit! in Job Performance Over $ime

!%allenge o' assessing em#loyee #er'ormane -%en it %anges oer time (i.e., -%en it is not

sta$le)

3 omment


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Determinants of Job Performance

! t a general leel, a #erson5s #er'ormaneon t%e o$ is ue to a om$ination o'

3 $ility

3 Motiation

3 Situation

! Seeral ot%er moels %ae ex#ane u#on

t%is general iea

! =igure


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Determinant of Job Performance

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Predictor of Job Performance

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%eneral Mental &bilit!

• Person$s capacity !or in!ormation processing and

understanding• ho*n to account !or .0 o! ariance in

per!ormance across most jobs– &specially *hen job is complex

• #ay be associated *ith job per!ormance ia aperson$s job-related kno*ledge• 1arro* cognitie abilities may be better predictors

than %#2• Potential aderse impact o! %#2 tests

• &motional intelligence as a predictor o! per!ormance– #ay be especially important in jobs re3uiring

emotional labor

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Job '(perience

• ho*n to relate positiely to job

per!ormance oer many jobs

• 2s *ith %#2, seems to link to per!ormance

ia job-related kno*ledge• )iminishing returns

• #ay be important to consider both density

and timing o! past job experiences

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Personalit!

• Recent resurgence o! interest here

• eeral speci4c traits hae sho*n consistent positierelationships *ith per!ormance:– 5onscientiousness– &xtraersion– 2greeableness

–6penness to experience

• &merging considerations !or predicting per!ormance:– (and*idth: +rait ersus !acet leel– Potential curilinear relationships– 5ontextuali7ing personality to the job

• 5omposite traits related to per!ormance– 5ore sel!-ealuations– Psychological capital– Proactie personality

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Organizational Citizenship Behaviors

• (ehaiors that go beyond those re3uired !or

8or re*arded in9 the job

• 6rgan$s classi4cation:

– 2ltruism

–5ourtesy

– portsmanship

– 5onscientiousness

–5iic irtue

• #ain reasons !or 65(: Positie a'ect,

e3uity, and disposition/personality

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Ma)or &ntecedents of OCB

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*pecial #ssues in OCB "esearch

• o* is 65( linked *ith employee and

organi7ation per!ormance and

e'ectieness;

• )oes 65(

e'ectieness or ice ersa;• +he construct alidity o! 65(

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#nnovation in Organizations

• Productie behaior in *hich use!ul noelty is created and

applied *ithin an organi7ation

• Research is considering the in=uence o! employee and

organi7ation !actors 8separately and together9 on the

deelopment o! innoation

• Employee attributes that matter: peci4c skills, meta-

skills, personality characteristics, and motiation necessary

!or creatiity

• Organizational determinants:

– +echnical s> administratie innoation

– trategies !or increasing organi7ational innoation:

iring, training, in=uencing motiation

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&daptive Performance

• (ehaiors employees per!orm in

challenging and changing *ork contexts

• &ight types o! adaptie per!ormance

• &xamples:– andling emergencies or crisis situations

– andling *ork stress

–oling problems creatiely

– )ealing *ith uncertain and unpredictable

situations

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productive behavior in organizations

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