COMM 151 Chapter Notes - Chapter 2: Boosterism, Job Performance, Bottom 10

• School: Queen's University
• Department: Commerce
• Course: COMM 151
• Professor: Matthias Spitzmuller

Document Summary

U(cid:374)dersta(cid:374)di(cid:374)g o(cid:374)e"s o(cid:449)(cid:374) perfor(cid:373)a(cid:374)(cid:272)e is a (cid:272)riti(cid:272)al (cid:272)o(cid:374)(cid:272)er(cid:374) for a(cid:374)y e(cid:373)ployee, a(cid:374)d u(cid:374)dersta(cid:374)di(cid:374)g the perfor(cid:373)a(cid:374)(cid:272)e of o(cid:374)e"s u(cid:374)it is a (cid:272)riti(cid:272)al (cid:272)o(cid:374)(cid:272)er(cid:374) for a(cid:374)y (cid:373)a(cid:374)ager. Job performance: employee behaviours that contribute either positively or negatively to the accomplishment of organizational goals. Task performance: employee behaviours that are directly involved in the transformation of organizational resources into the goods or services that the organization produces. Job analysis: a process by which an organization determines requirements of specific jobs. National occupational classification (noc): a national database of occupations in canada, organizing over 40000 job titles into 500 occupational group descriptions. Organizational citizenship behaviour: going beyond normal expectations to improve operations of the organization, defend it, and be loyal to it. Voice: speaking up to offer constructive suggestions for change, often in reaction to a negative work event. Civic virtue: participating in company operations at a deeper-than-normal level through voluntary meetings, readings, and keeping up with news that affects the company.