| performance | Actions or behaviors that are relevant to the organization's goals and measurable in terms of each individual's proficiency.
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| effectiveness | The evaluation of the results of performance; often controlled by factors beyond the actions of an individual.
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| productivity | The ratio of effectiveness (output) to the cost of achieving that level of effectiveness (input).
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| determinants of performance | The basic building blocks or causes of performance, which are declarative knowledge, procedural knowledge, and motivation.
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| declarative knowledge | The familiarity with facts or abstract concepts, often acquired through direct instruction; understanding what is required to perform a job or task.
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| procedural knowledge | Knowing how to perform a job or task; often developed through practice and experience.
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| motivation | Concerns the conditions responsible for variations in intensity, quality, and direction of ongoing behavior.
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| performance components | Types of performance that may appear in different jobs and that result from the determinants of performance. John Campbell and colleagues identified eight performance components, some or all of which can be found in every job.
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| criterion deficiency | Occurs when an actual criterion is missing information that is part of the behavior that one is trying to measure.
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| criterion contamination | Occurs when an actual criterion includes information that is unrelated to the behavior that one is trying to measure.
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| ultimate criterion | An ideal measure of all of the relevant aspects of job performance.
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| actual criterion | The actual measure of job performance obtained.
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| organizational citizenship behavior (OCB) | Behavior that goes beyond what is expected.
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| altruism | Helpful behaviors directed toward individuals or groups within the organization, such as offering to help a co-worker who is up against a deadline.
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| generalized compliance | Behavior that is helpful to the broader organization, such as upholding company rules.
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| contextual performance | Activities that are not typically part of job descriptions but support the organizational, social, and psychological environment in which the job tasks are performed; similar to organizational citizenship behavior.
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| task performance | The proficiency with which job incumbents perform activities that are formally recognized as a part of their job.
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| objective performance measure | Usually a quantitative count of the results of work such as sales volume, complaint letters, and output.
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| judgmental performance measure | Evaluation made of the effectiveness of an individual's work behavior, most often by supervisors in the context of a yearly performance evaluation.
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| personnel measure | Measure typically kept in a personnel file, including absences, accidents, tardiness, rate of advancement, disciplinary actions, and commendations or notes of meritorious behavior.
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| adaptive performance | Performance component that includes flexibility and the ability to adapt to changing circumstances.
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| expert performance | Performance exhibited by those who have been practicing for at least 10 years and have spent an average of four hours per day in deliberate practice.
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| deliberate practice | Individualized training on tasks selected by a qualified teacher.
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| counterproductive performance | Voluntary behavior that violates significant organizational norms and in so doing, threatens the well-being of the organization, its members, or both.
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| dishonesty | Involves employee theft of goods as well as theft of time (e.g., arriving late, leaving early, taking unnecessary sick days) or dishonest communications with customers, co-workers, or management.
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| absenteeism | Type of counterproductive behavior that involves failure of an employee to report for or remain at work as scheduled.
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| sabotage | Acts that damage, disrupt, or subvert an organization's operations for personal purposes of the saboteur by creating unfavorable publicity, damage to property, destruction of working relationships, or harming of employees or customers.
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| Lordstown Syndrome | Act of sabotage named after a General Motors plant plagued with acts of sabotage, including workers' intentional dropping of nuts and bolts into an engine, or neglecting to anchor parts to a car body appropriately.
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| job analysis | A process used by I-O psychologists to develop an understanding of a job by identifying the duties of the job and the human attributes necessary to perform them.
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| job ladder or job family | Cluster of positions that are similar in terms of the human attributes needed to be successful in those positions or in terms of the tasks that are carried out in those positions.
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| job psychograph | Early form used in a job analysis to display the mental requirements of the job.
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| task-oriented job analysis | Approach that begins with a statement of the actual tasks as well as what is accomplished by those tasks.
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| worker-oriented job analysis | Approach that focuses on the attributes of the worker necessary to accomplish the tasks.
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| KSAOs | Individual attributes of knowledge, skills, abilities, and other characteristics that are required to perform job tasks successfully, grouped as follows: knowledge-a collection of discrete but related facts and information about a particular domain which is acquired through formal education or training, or accumulated through specific experiences; skill-a practiced act; ability-The stable capacity to engage in a specific behavior; and other characteristics-personality variables, interests, training and experience.
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| subject matter expert (SME) | Employee (incumbent) who provides information about a job in a job analysis interview or survey.
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| critical incident technique | Approach in which subject matter experts are asked to identify critical aspects of behavior or performance in a particular job that led to success or failure.
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| work diary | Job analysis approach that requires workers and/or supervisors to keep a log of their activities over a prescribed period of time.
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| electronic performance monitoring | Monitoring work processes with electronic devices; can be cost effective and has the potential for providing detailed and accurate work logs.
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| cognitive task analysis | Consists of methods for decomposing job and task performance into discrete, measurable units, with special emphasis on eliciting mental processes and knowledge content.
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| think-aloud protocol | Approach used by cognitive psychologists to investigate the thought processes of experts who achieve high levels of performance. An expert performer describes in words the thought process that he or she uses to accomplish a task, and an observer/interviewer takes notes and may ask some follow-up questions.
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| context of the work | Conditions or characteristics of work that can change the demands on the incumbent; includes interpersonal relationships, physical work conditions, and structural job characteristics.
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| realistic job preview (RJP) | Technique for providing practical information about a job to prospective employees; includes information about the task and context of the work.
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| Personality-Related Position Requirements Form (PPRF) | A job analysis instrument devoted to identifying personality predictors of job performance.
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| Work Profiling System (WPS) | PC-based job analysis instrument that can be used to streamline the job analysis process, reducing costs to the organization, minimizing distractions to the SMEs, and increasing the speed and accuracy of the process.
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| Dictionary of Occupational Titles (D.O.T.) | Document that includes job analysis and occupational information that is used to match applicants with job openings; one major purpose of the D.O.T was, and still is, for use in occupational counseling.
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| Occupational Information Network (O*NET) | A collection of electronic databases, based on well-developed taxonomies, that has updated and replaced the D.O.T.; expert computer systems have been developed to allow the databases to be combined in ways that will facilitate person-job matches.
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| competency modeling | Process that identifies the characteristics desired across all individuals and jobs within an organization. These characteristics should predict behavior across a wide variety of tasks and settings, and provide the organization with a set of core characteristics that distinguish it from other organizations; involves integrating individual characteristics with the organization's strategy.
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| job evaluation | A method for making internal pay decisions by comparing job titles to one another and determining their relative merit by way of these comparisons.
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| compensable factors | Factors in a job evaluation system that are given points that are later linked to compensation for various jobs within the organization. These factors usually include skills, responsibility, effort, and working conditions.
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| comparable worth | Notion that people who are performing jobs of comparable worth to the organization should receive comparable pay.
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| Equal Pay Act of 1963 | Law that prohibits discrimination on the basis of sex in the payment of wages or benefits, where men and women perform work of similar skill, effort, and responsibility for the same employer under similar working conditions.
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