Lecture 4 Outline of Last Lecture I. Importance of job performance II. What job performance is and what it is not III. Campbell’s multidimensional model of job performance IV. Content versus process models of performance Outline of Current Lecture I. Organizational citizenship behaviors (OCB) II. Counterproductive work behaviors (CWB) Current Lecture I. Organizational citizenship behaviors (OCB) a. part of the Tripartite Model i. task/technical performance ii. organizational citizenship behavior (OCB) iii.avoidance of counterproductive work behavior (CWB) iv. 2 type of sub factors —> individual/organizational b. promote the effective functioning of the workplace c. not an enforceable requirement d. voluntary above-and-beyond behaviors e. e.g. helping a co-worker, volunteering for an extra shift f. Podsakoff summary of 6 distinct components i. helping behavior: voluntarily helping others with, or preventing the occurrence of, work related problems PSY 3711 1st Edition These notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best !used as a supplement to your own notes, not as a substitute. !ii. sportsmanship: willingness to tolerate the inevitable inconveniences and impositions of work without complaining iii.organizational loyalty: promoting the organization to outsiders, protecting and defending it against external threats, and remaining committed to it even under adverse conditions (e.g. wearing your organization’s uniform) iv. organizational compliance: person’s internalization and acceptance of rules, regulations, and procedures; adhering to them even when no one is watching (e.g. not using Facebook on company time) v. individual initiative: engaging in task-related behaviors at a level that is so far beyond minimally required or generally expected levels that it takes on a voluntary flavory; can be hard to distinguish from task performance but is very similar to the Campbell performance factor vi.civic virtue: general interest in/commitment to the organization (e.g. participate actively in its governance, engaging in policy debates) g. why OCB’s matter i. enhance coworker productivity ii. enhance managerial productivity iii.free up resources for more productive purposes iv. reduce the need to devote resources to purely maintenance functions v. serve as an effective means of coordinating activities of team members and work groups vi.enhance organization’s ability to attract and retain the best people vii.help organization adapt to changes viii.because despite their supposedly voluntary nature, they positively impact performance appraisals —> job performance and OCB are highly correlatedII. Counterproductive work behaviors (CWB) a. detract from organizational goals or well-being b. hierarchically arranged from abstract to specific c. behaviors range from comparatively minor (e.g. gossip) to serious (e.g. violence, espionage) d. can be reduced to two interrelated components —> CSBs directed against other individuals and CWBs directed against the organization. i. very strongly related ii. CWB-O broken into two sub factors —> property deviance (e.g. theft, sabotage) and production deviance (e.g. absence, tardiness, excessive breaks) e. this is distinct from OCB but there is a lot of overlap f. antecedents/correlates of CWB i. higher likeliness in males ii. older people are less likely iii.people with higher tenure are less likely iv. work experience higher less likely v. cognitive ability higher less likely vi.organizational injustice positively related (e.g. if someone who does the same work are you gets paid more) vii.interpersonal conflict positively related III. key points on CWB/OCB a. they are distinct but moderately negatively related performance constructs b. although OCB and CXB each have a strong general factor, they can be divided by focus of behavior in the individual or the organization c. much current research interest in antecedents, correlates, moderators, etc. of OCB and