1.
(p. 33)
Evaluating an employee’s performance based on results alone gives an accurate picture of
which employees are worth more to the organization.
2.
(p. 33)
Job performance is formally defined as the value of the set of employee behaviors that
contribute, either positively or negatively, to organizational goal accomplishment.
3.
(p. 34)
Task performance includes employee behaviors that are directly involved in the
transformation of organizational resources into the goods or services that the organization
produces.
4.
(p. 34)
Task performance is the set of explicit obligations that an employee must fulfill to receive
compensation and continued employment.
5.
(p. 34)
Routine task performance involves employee responses to task demands that are novel,
unusual, or, at the very least, unpredictable.
6.
(p. 34)
Adaptive task performance involves employee responses to task demands that are novel,
unusual, or, at the very least, unpredictable.
7.
(p. 35)
Creative task performance is the degree to which individuals develop ideas or physical
outcomes that are both novel and useful.
8.
(p. 36)
Creative task performance is an expected behavior limited to jobs such as artist and
inventor.
9.
(p. 36)
The first step in conducting a job analysis is to generate a list of all the activities involved
in a job.
10.
(p. 37)
The O*NET is an online government database that describes the results of task
performance behaviors that must be reported by firms to the government on an annual basis.
11.
(p. 37)
O*NET captures the “numerous small decisions” that separate the most effective
organizations from their competitors.
12.
(p. 38)
Creative ideas that are not implemented do not count towards positive job performance.
13.
(p. 38)
Citizenship behavior is defined as voluntary employee activities that may or may not be
rewarded.
14.
(p. 38)
Courtesy refers to keeping coworkers informed about matters that are relevant to them.
15.
(p. 38–39)
Sportsmanship involves maintaining a good attitude with coworkers, even when
they’ve done something annoying or when the unit is going through tough times.
16.
(p. 39)
Interpersonal citizenship behavior is not important when employees work in small groups
or teams.
17.
(p. 39)
Organizational citizenship behaviors benefit the larger organization by supporting and
defending the company, working to improve its operations, and being especially loyal to it.
18.
(p. 39)
Boosterism involves speaking up and offering constructive suggestions for change.
19.
(p. 41)
Counterproductive behavior is defined as employee behaviors that unintentionally hinder
organizational goal accomplishment.
20.
(p. 43)
Property deviance refers to behaviors that harm the organization’s assets and
possessions.
21.
(p. 43)
Wasting resources is the most common form of production deviance.
22.
(p. 43)
Substance abuse is a form of political deviance.
23.
(p. 43)
Political deviance refers to behaviors that intentionally harm the organization’s assets and
possessions.
24.
(p. 43)
Gossiping represents communication that is rude, impolite, discourteous, and lacking in
good manners.
25.
(p. 43)
Personal aggression is defined as hostile verbal and physical actions directed toward
other employees.
26.
(p. 43–44)
People who engage in one form of counterproductive behavior do not usually
engage in other forms.
27.
(p. 44)
Sometimes the best task performers are also the employees who engage in
counterproductive behavior.
28.
(p. 44)
There is a positive correlation between task performance and counterproductive behavior.
29.
(p. 46)
In addition to being more cognitive, knowledge work tends to be more structured and
static in nature.
30.
(p. 46)
Service work involves direct verbal or physical interactions with customers.
31.
(p. 47)
Service work contexts place a greater premium on high levels of citizenship behavior and
low levels of counterproductive behavior.
32.
(p. 47)
The MBO approach involves collecting performance information not just from the
supervisor but from anyone else who might have firsthand knowledge about the employee’s
performance behaviors.
33.
(p. 48)
BARS emphasizes the results of job performance as much as it does the performance
behaviors themselves.
34.
(p. 48)
Feedback from BARS can help an employee develop and improve over time.
35.
(p. 48)
Very few 360-degree feedback systems ask the employee to provide ratings of his/her
own performance.
36.
(p. 49)
Despite its popularity, 360-degree feedback is not well suited for developing employee
talent.
37.
(p. 49)
There is a very low level of bias in a 360-degree rating system when participants believe
the information will be used for compensation, rather than for skill development.
38. A company that tells managers that only 10% of their subordinates can receive excellent
performance ratings anf an additional 12% must receive unacceptable rankings is using a
percentage ranking system.
39.
(p. 49)
Forced ranking systems can force managers to give bad evaluations to good performers.
40.
(p. 51)
Social networking sites and their applications can be used to monitor employee
performance.
41.
(p. 33)
The value of the set of employee behaviors that contribute, either positively or negatively,
to organizational goal accomplishment is known as _____.
42.
(p. 34)
_____ includes employee behaviors that are directly involved in the transformation of
organizational resources into the goods or services that the organization produces.
43. When a manager evaluated how much time a coach spends with the team, the coach’s
ethical impact on team member behaviors, and the clarity of the coach’s explanations of new
plays, the manager is assessing the coach’s ______.
44.
(p. 34)
The explicit obligations that an employee must fulfill to receive compensation and
continued employment are referred to as _____.
45.
(p. 34)
Charles finds an advertisement for an accountant’s position at a local office. The
advertisement mentions preparing, examining, and analyzing accounting records for accuracy and
completeness as job responsibilities of the accountant’s position. These job descriptions typically
refer to: