Psych 340 exam 2

What is performance?

Employee behaviors that help achieve organizational goals. Includes task performance, helpful OCBs, and harmful CWBs. Maximum = what you CAN do; typical = what you usually WILL do

Describe, compare, and contrast the primary taxonomies of job performance.Campbell:

8 components—job-specific tasks, general tasks, communication, effort, discipline, helping team, supervision, management.

Describe, compare, and contrast the primary taxonomies of job performance. Determinants:

declarative knowledge (what), procedural skills (how), motivation (effort). Task–OCB–CWB model sorts required, helpful, and harmful behavior.

Other types of performance behavior and taxonomies :OCB(Organizational Citizenship Behavior)

extra helpful behavior; OCB-I helps people, OCB-O helps the organization. Organ: altruism, courtesy, conscientiousness, civic virtue, sportsmanship.

Other types of performance behavior and taxonomies : CWB (Counterproductive Work Behavior)

harmful behavior: production deviance, property deviance, political deviance, personal aggression

How is performance evaluated, by whom, and with what rating biases?

Use job-relevant behavior/outcome rating scales.

Raters: supervisors, peers, subordinates, customers, vendors (360° feedback).

Biases: central tendency (all middle), leniency/severity (too high/low), halo (one trait influences all ratings). Reduce via clear criteria and rater training.

What can managers do to encourage high performance?

Set clear goals, provide resources/training, and give specific feedback. Reinforcement increases behavior; punishment decreases it.

Positive = add consequence;

negative = remove consequence. Address causes of poor performance, not only symptoms

Occupational stress: why it matters;

Role ambiguity = unclear demands;

conflict = incompatible demands;

overload = too much.

Occupational stress: why it matters;

Physical vs. psychosocial stressors; chronic vs. one-time stressors.

Strains: emotional, cognitive, physical.

Occupational stress: why it matters; stressors

cause (heavy workload);

Occupational stress: why it matters; stress

response PROCESS;

Occupational stress: why it matters; strain

result (fatigue).

Reviewed theories of job stress: unique features and limitations.: GAS (General Adaptation Syndrome)

alarm (body recognizes stress and activates fight or flight)→ resistance(body tries to adapt to and cope with ongoing stress) → exhaustion (body resources become depleted from prolonged stress, increasing the risk of illness and burnout)

Reviewed theories of job stress: unique features and limitations.: Transactional =

primary/secondary appraisal + coping (individual perception; subjective).

Reviewed theories of job stress: unique features and limitations: ISR(institute for Social Research) & Beehr–Newman

broad person/work environment systems (comprehensive but complex).

Reviewed theories of job stress: unique features and limitations: Effort–Reward Imbalance

high effort + low reward (fairness focus; narrower scope).

Reviewed theories of job stress: unique features and limitations: JD–R (Job Demands-Resources Theory)

demands vs. resources (flexible but broad).

Reviewed theories of job stress: unique features and limitations: Demand–Control

high demands + low control → strain (less attention to other resources).

Three stress interventions, with examples.

Primary = remove stressors (reduce workload).

Secondary = improve coping (mindfulness workshop).

Tertiary = treat existing strain (counseling or return-to-work support).

What are teams?

2+ interdependent people with shared goals, organizational tasks, social interaction, and shared responsibility for outcomes.

Features of different types of teams, with examples. : Traditional

supervisor-led and co-located; self-managed = little/no formal leader; advisory = recommends rather than implements; virtual = geographically dispersed, technology-mediated. Team tasks can be additive, compensatory, disjunctive, conjunctive, or discretionary.

Features of different types of teams, with examples. : self-managed

little/no formal leader;

Features of different types of teams, with examples.: advisory

recommends rather than implements;

Features of different types of teams, with examples. : virtual

geographically dispersed, technology-mediated. Team tasks can be additive, compensatory, disjunctive, conjunctive, or discretionary.

How do managers decide whether to assemble a team?

Use a team when a task requires interdependent skills, coordination, or diverse ideas and team benefits exceed coordination costs. Individual work may be better when tasks are simple and independent.

Models of team formation and development: Tuckman

forming → storming → norming → performing → adjourning.

Models of team formation and development : Gersick

initial routine → midpoint transition → deadline push; emphasizes timing rather than fixed stages.

Basic format of team effectiveness theories and later models: IPO (Input-Process-Output Model)

inputs (people/resources) → processes (communication/coordination) → outputs (performance and viability).

Basic format of team effectiveness theories and later models : McGrath

= basic IPO;

Basic format of team effectiveness theories and later models: Hackman

supportive team conditions/synergy;

Basic format of team effectiveness theories and later models : Campion

broad team-design characteristics without explicit mediators/moderators.

What is management?

coordinating tasks, schedules, staff, and resources to execute plans.

what is leadership?

influencing people and establishing direction/vision. Management tends to focus on operations; leadership on long-term change.

How do managers manage?

Managers plan, organize, staff, coordinate, budget, monitor, and give feedback. They turn organizational vision into actionable goals; balance concern for people and production

Project management.

one defined project with deliverables/deadlines (Gantt or PERT).

program management.

coordinating several related projects toward a larger goal.

Recommendations for coaching subordinate performance

Give timely, specific, behavior-focused feedback; set challenging goals; check training/resources before blaming personality.

ACHIEVE

Ability, Clarity, Help, Incentive, Evaluation, Validity, Environment. Build strengths and follow up

Define diversity, equity, and inclusion and distinguish them

Diversity = differences within a GROUP;

equity = fair processes/opportunities accounting for barriers;

inclusion = people feel respected, welcome, and safe to contribute

Examples of DEI-relevant laws and related concepts.: Title VII (Civil Rights Act)

protects race, color, religion, sex, national origin; ADA = disability protection/accommodation;

ADEA = age 40+. Disparate treatment = intentional discrimination; disparate impact = neutral policy disproportionately harms a protected group.

Examples of DEI-relevant laws and related concepts.: ADA

disability protection/accommodation;

ADEA = age 40+. Disparate treatment = intentional discrimination; disparate impact = neutral policy disproportionately harms a protected group.

Examples of DEI-relevant laws and related concepts.: ADEA (Age Discrimination in Employment Act (1967)

age 40+.

Examples of DEI-relevant laws and related concepts.: Disparate treatment

intentional discrimination;

Examples of DEI-relevant laws and related concepts.: disparate impact

neutral policy disproportionately harms a protected group.

What is diversity climate and how can it be improved?

Diversity climate = shared belief that an organization values diversity and treats groups fairly. Strengthen with inclusive policies, fair selection practices, leadership accountability, employee voice, and checking outcomes

Performance: 8 Campbell dimensions?

Job-specific proficiency; non-job-specific proficiency; communication; effort; discipline; team facilitation; supervision/leadership; management/administration.

OCB: 5 Organ categories?

A: Altruism = helping;

courtesy = preventing conflicts;

conscientiousness = extra diligence;

civic virtue = involvement;

sportsmanship = staying constructive.

Counterproductive Work Behavior: 2×2 taxonomy?

Production deviance = minor/organization; property deviance = serious/organization; political deviance = minor/people; personal aggression = serious/people.

Contextual performance (Borman)?

Personal support, organizational support, conscientious initiative.

Rater training distinction?

Rater-error training = recognize biases;

frame-of-reference training = calibrate ratings to the same performance examples

Operant conditioning: 4 consequences?

Positive reinforcement = add reward;

negative reinforcement = remove aversive condition;

positive punishment = add unpleasant consequence;

negative punishment = remove privilege.

Time-based work–nonwork conflict

time pressures;

strain-based

stress spills over.

Surface acting

fake emotion

deep acting

try to feel required emotion.

Stress theories: General Adaptation Syndrome

bodily stages; Transactional = appraisals; ISR/Beehr–Newman = person/environment; Demand–Control = autonomy; JD–R = resources; Effort–Reward = reciprocity

Stress theories:Transactional

appraisals

Stress theories:Institute for Social Research Model/Beehr–Newman

person/environment;

Demand–Control

autonomy

Job Demands-Resources Theory

resources;

Effort–Reward

reciprocity

Types of team tasks (Steiner)?

Additive = contributions sum;

compensatory = average judgments;

disjunctive = best solution;

conjunctive = weakest member limits;

discretionary = team chooses how to combine.

Other team task distinctions?

Divisible = can split work;

unitary = cannot.

Maximizing = quantity;

optimizing = best quality.

Team composition/diversity?

Demographic diversity = observable differences;

psychological diversity = values/beliefs/approaches.

Team KSAOs, personalities, and resources are inputs.

Team process risks?Social loafing

reduced individual effort;

emotional contagion = spreading emotions;

groupthink = pressure for agreement;

polarization = more extreme group positions.

emotional contagion

spreading emotions;

groupthink

pressure for agreement;

polarization

more extreme group positions.

Management: helpful frameworks? : Managerial grid

concern for people vs. production;

succession planning = prepare future managers;

fundamental attribution error = blaming the employee without checking the situation.

Management: helpful frameworks? : succession planning

prepare future managers;

Management: helpful frameworks? : fundamental attribution error

blaming the employee without checking the situation.

Strengths-based coaching?

Emphasize strengths and feedforward (future improvements), while also addressing performance gaps

DEI: extra distinctions? : Surface-level

readily observed differences; deep-level = values/attitudes.

DEI: extra distinctions? :Attraction–Selection–Attrition Model

tends to increase organizational similarity

DEI: adverse impact?

Four-fifths rule: selection rate below 80% of the highest group’s rate may flag potential adverse impact; not automatic proof of unlawful discrimination