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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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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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