16-05-2012, 02:25 PM
Job performance
Job performance is a commonly used.doc (Size: 38.5 KB / Downloads: 40)
Job performance is a commonly used, yet poorly defined concept in industrial and organizational psychology, the branch of psychology that deals with the workplace. It's also part of Human Resources Management. It most commonly refers to whether a person performs their job well. Despite the confusion over how it should be exactly defined, performance is an extremely important criterion that relates to organizational outcomes and success. Among the most commonly accepted theories of job performance comes from the work of John P. Campbell and colleagues.[1][2] Coming from a psychological perspective, Campbell describes job performance as an individual level variable. That is, performance is something a single person does. This differentiates it from more encompassing constructs such as organizational performance or national performance which are higher level variables.
Performance versus outcomes
First, Campbell defines performance as behavior. It is something done by the employee. This concept differentiates performance from outcomes. Outcomes are the result of an individual's performance, but they are also the result of other influences. In other words, there are more factors that determine outcomes than just an employee's behaviors and actions.
Campbell allows for exceptions when defining performance as behavior. For instance, he clarifies that performance does not have to be directly observable actions of an individual. It can consist of mental productions such as answers or decisions. However, performance needs to be under the individual's control, regardless of whether the performance of interest is mental or behavioral.
The difference between individual controlled action and outcomes is best conveyed through an example. On a sales job, a favorable outcome is a certain level of revenue generated through the sale of something (merchandise, some service, insurance). Revenue can be generated or not, depending on the behavior of employees. When the employee performs this sales job well, he is able to move more merchandise. However, certain factors other than employees' behavior influence revenue generated. For example, sales might slump due to economic conditions, changes in customer preferences, production bottlenecks, etc. In these conditions, employee performance can be adequate, yet sales can still be low. The first is performance and the second is the effectiveness of that performance. These two can be decoupled because performance is not the same as effectiveness.[3]
Another closely related construct is productivity.[4] This can be thought of as a comparison of the amount of effectiveness that results from a certain level of cost associated with that effectiveness. In other words, effectiveness is the ratio of outputs to inputs—those inputs being effort, monetary costs, resources, etc.
Utility is another related construct which is defined as the value of a particular level of performance, effectiveness, or productivity. Utilities of performance, effectiveness, and productivity are value judgments.
Organizational goal relevance
Another key feature of job performance is that it has to be goal relevant. Performance must be directed toward organizational goals that are relevant to the job or role. Therefore, performance does not include activities where effort is expended toward achieving peripheral goals. For example, the effort put toward the goal of getting to work in the shortest amount of time is not performance (except where it is concerned with avoiding lateness).
What is the Definition of Job Performance?
By Carl Hose, eHow Contributor
updated January 27, 2011
• Print this article
Job performance is the way employees perform their work. An employee's performance is determined during job performance reviews, with an employer taking into account factors such as leadership skills, time management, organizational skills and productivity to analyze each employee on an individual basis. Job performance reviews are often done yearly and can determine raise eligibility, whether an employee is right for promotion or even if an employee should be fired.
Related Searches:
• Employee Performance
• Job Career
1. Setting Job Goals and Objectives
o Setting goals and objectives is one way to ensure your job performance is acceptable. Daily goals leading to overall objectives can improve your job performance review when it comes. Create a job-specific objective and strive to obtain that objective following company policy and procedures. Keep your objectives in mind and make use of daily and weekly goals to help you reach them. This can help you be productive and perform up to your employer's standards.
Preparing for a Job Performance Review
o Preparing for a review of your job performance can help you get a positive review. Make a list of all the things you've accomplished throughout the review period, and outline your goals and objectives for the next review period. If you have any suggestions for ways to improve how you perform your job, list these as well and discuss them with your employer.
Attending a Job Performance Review
Listen to what the reviewer has to say about your job performance. Ask questions when you are unclear about your employer's assessment of your performance. The job performance review is a learning experience. If you aren't performing your job professionally and efficiently, this is the time to ask for clarification.
Improving Job Performance
Make notes during your review, highlighting points of improvement that your employer indicates. Identify your strengths and weaknesses and use those as the basis to adjust the way you perform your job. If your performance review indicates you aren't completing your job duties in a timely fashion, create a personal schedule to help you stay on task.