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Job Performance
The value of behaviors that contribute to organizational goal accomplishment, either positively or negatively.
Task Performance
Behaviors directly involved in transforming organizational resources into goods or services.
Citizenship Behavior
Voluntary employee activities that improve the overall quality of the work setting, which may or may not be rewarded.
Interpersonal Citizenship Behavior (ICB)
Offering support and assistance to coworkers.
Providing encouragement and mentoring.
Displaying kindness and respect.
Resolving conflicts amicably.
Organizational Citizenship Behavior (OCB)
Helping with tasks beyond one's job description.
Volunteering for additional responsibilities.
Adhering to organizational policies and procedures.
Counterproductive Behavior
Employee behaviors that intentionally hinder organizational goal accomplishment.
Performance Appraisal Process
Involves feedback to employees, reward systems, and the quantity and quality of work performance.
BARS Technique
The [ BARS] technique begins by selecting a job that can be described in observable behaviors. Managers and personnel specialists then identify these behaviors as they relate to superior or inferior performance. (surveys for Teachers, students, HR). Its a feedback process used for management decisions.
Performance Appraisals are used for;
Providing feedback, self-development opportunities, reward systems, personnel decisions, and training and development.
Central Tendency Error
When a rater gives most people average scores, avoiding extreme ratings.
Strictness Error
When a rater is overly harsh and gives lower ratings than deserved.
Leniency Error
When a rater is too lenient and gives higher ratings than deserved.
Halo Effect
Allowing one positive trait to influence the overall evaluation of a person. If you let one good thing about a person affect your view of everything else about them.
Recency Error
Judging performance based mainly on recent actions rather than overall performance.
Personal Biases
When personal likes or dislikes unfairly affect performance judgments.
Methods for Reducing Errors
Ensuring single job activity representation (Instead of having a broad dimension like "Overall Job Performance," you might have specific dimensions like "Quality of Work," "Timeliness," and "Communication Skills," each representing a distinct job activity or requirement.) 2. Avoiding ambiguous terms (“average”) 3. Regular observations, number of people being evaluated under one person should be manageable. 4. clear criteria, and 5. training the raters properly
360 Feedback
A method of evaluating an employee's performance by gathering input from multiple sources.
Put plainly: It involves collecting feedback from everyone who interacts with the employee—like their boss, peers, subordinates, and sometimes even customers—to get a well-rounded view of their performance and behavior.
Extrinsic Rewards
Rewards external to the work itself, such as wages, salary, promotions, and benefits.
Intrinsic Rewards
Rewards directly related to job performance, including feelings of accomplishment, autonomy, and personal growth.
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