Psyc 455 1st EditionExam # 2 Study Guide Lectures: 3 - 5Lecture 1: Job Performance & OCBImportant Concepts: The Criterion Problem: refers to difficulties we encounter when defining, measuring, and predicting the criterion of job performance.  Maximum Performance: “can do” performance Typical performance: “will do” performance Test-Retest Correlation of Performance:  Shrinks as time lag increases Larger for subjective performance measures (common method variance) Smaller for complex jobs  Task Performance:  Factor 1 of Van Scotter and Motowidlo’s 3 Factor Model In-role performance Cronbach’s a = .94 “Rate how effective the employee was in…” RepairingPerforming routine maintenanceOperating equipment Contextual Performance/OCB (Borman and Motowidlo) Part of OCB (Organizational Citizenship Behavior) Extra-role performance (going beyond what is expected) 5 Dimensions of OCB: Persisting Volunteering Helping and cooperating Following rules and procedures Endorsing, supporting, and defending  Maintenance Job Stage: automatic (routine) Transition Job Stage: New job (new technology) IQ may predict maximum performance and transition performance better Motivation may predict typical performance and maintenance performance better Rater Bias (leniency, severity, sex bias) Rater training reduces bias Behaviorally Anchored Rating Scales (BARS) reduce bias  Rater Error: (low inter-rater reliability) Average inter-rater reliability r = .52 Opportunity to observe target performer reduces error (improves reliability up to r = .60) Measuring Performance:  Strategic Relevance: Do standards relate to the organization’s strategic objectives (e.g customer service, efficiency, innovation) Criterion Deficiency: Do standards capture the entire range of an employee’s responsibilities? (e.g # of widgets doesn’t capture all work behavior) Criterion Contamination: Do standards capture factors outside an employee’s control?Other Things to Keep in Mind: Job performance: only those actions or behaviors that are relevant to the organization’s goals and that can be scaled (measured) in terms of each individual’s proficiency (that is level of contribution) (Campbell et al. 1993) Models of Job Performance Multidimensional (Specific)  Campbell’s 8 Factor Murphy’s 4 Factor Van Scotter and Motowidlo’s 3 Factor Uni-dimensional (broad, general) Viswesvaran-Schmidt 1  Harrison Newman Roth  Campbell’s 8 Factor Model Job specific task proficiency (in role) Non job specific task proficiency (in role) Written and oral communication Demonstrating effort Maintaining personal discipline Facilitating peer and team performance Supervision/Leadership Management/Administration Murphy’s 4 Factor Model Task-oriented behaviors (in role performance) Interpersonally oriented behavior Downtime behavior (absence, drug use) Destructive/Hazardous behaviors (accidents, sabotage) Van Scotter and Motowidlo’s 3 Factor Model Task Performance:  Factor 1) Task performance (in-role performance) Contextual Performance/OCB:  Factor 2) Job Dedication (Cronbach’s a = .94) Factor 3) Interpersonal facilitation ( a = .89) Viswesvaran’s 1 Factor Model  All job performance dimensions/features are pretty strongly correlated Meta-analysis (average correlation between dimensions range from r=.5 to .7) Single, underlying construct of job performance  Factor Analysis (factor loadings range from .6 to .9) Harrison et al.’s 1 Factor Model  General Factor: “Behavioral Engagement” Specific Factors: Task performance (in role performance) Contextual performance (OCB) Withdrawal (lateness, absence, and turnover) Includes task, OCB, and withdrawal behaviors What predicts job performance?  Theory says: Performance = Ability X Motivation X Opportunity Multiplicator Model (moderator variables)Need all 3 components  Data says:Performance = Ability + Motivation Additive ModelWhy? Are we bad at measuring opportunity? Campbell’s (1940) Model of the Determinants of Job Performance Performance = Declarative knowledge X Procedural knowledge X Motivation1) Declarative: factual knowledge (learned in school/lecture)2) Procedural: skill in performing task 3) Motivation: direction of effort (what) level of effort (how hard) persistence (how long) General Mental Ability (“g”): entire repertoire of acquired skills, knowledge, learning sets, and generalization tendencies considered intellectual  Correlation with job performance r=.52 Higher correlation for complex jobs Influences performance due to job knowledge Personality: Conscientiousness r=.24 Predicts performance intercept and slope Influences performance due to motivation and job knowledge Job Experience: time/years spent working on the job r=.18 Higher correlation for simple jobs and during the first several years Influences performance due to job knowledge  Don’t forget density and timing of experience General mental ability is the strongest predictor Relationships depend upon the Job Complexity  William and Anderson’s OCB-I and OCB-O Factor 1) OCB-I: behaviors that benefit specific individuals in the organization (altruism, courtesy) (helps the organization indirectly) Factor 2) OCB-O: behaviors that benefit the organization as a whole (compliance, advance notice of absence, conserving resources) Organ’s 5 Factor Model Altruism Courtesy Sportsmanship Courtesy Civic Virtue  OCB and Job Performance R=.62 (same source): Both OCB and performance were supervisor-rated and both were self-reported R=.23 (different sources) OCB rated by one source, Job Performance rated by another source) Common method variance? Predictors of OCB Job Satisfaction Fairness (Equity Theory) Personality (Conscientiousness)Lecture 2: Job Satisfaction / Org. CommitmentImportant Concepts: Job Satisfaction: employees’ overall evaluation of his/her work role as favorable/disfavorable, including feelings of positive affect  Org. Commitment: feelings of attachment/loyalty to org.  Job Involvement: positive and relatively complete state of engagement of the core aspects of self in one’s job Faces Scale: A way to measure job satisfaction (Kunin, 1955) Does not