Distributive & Procedural Justice & Performance in the Workplace
Classic Model
A decision making model based on the assumption that managers should make logical decisions that will be in the organization's best economic interests
Sabotage
Defacing or destroying physical property belonging to the employer
The Criterion Problem
Defining and measuring performance criteria is difficult because performance is multidimensional
Probably (few studies)
Does OCB increase organizational effectiveness?
Affective State
Emotional reaction associated with experience (EX: good mood = spontaneous behavior)
Procedural Knowledge and Skill (PKS)
Knowing how to do things; cognitive, psychomotor, interpersonal, physical & self-management skills
Declarative Knowledge (DK)
Knowledge of facts, definitions, procedures, and rules
Behaviorally Anchored Rating Scale (BARS)
Method of performance measurement that rates behavior in terms of a specific scale showing specific statements of behavior that describe different levels of performance
Reciprocity Motive
Moral obligations to return good in the proportion to the good we receive and to make reparation for the harm we have done
Withdrawal
CWB in which an employee is working less time than is required by the organization through absence, lateness, leaving early, long breaks, etc.
(1) Most objective measures have limitations (GPA, Attendance) (2) Objective measures aren't available for many jobs (3) Different objective measures for the same job may not be related to each other (EX: batting average & leadership effectiveness)
3 Problems with the Classic Model
Locus of Control
A belief about the amount of control a person has over situations in their life
Forced Ranking Scale
A performance management system in which managers rank subordinates relative to one another (EX: Manager fired bottom 10% every year, employees may not engage in inter-citizenship behavior to help one another)
Procedural Justice
A process to resolve ethical conflicts based on fair procedures that consider competing values of all affected groups (EX: test grades given at random by throwing down the steps provides NONE of this, therefore NO MOTIVATION)
Job Analysis
A systematic study of each employee's duties, tasks and work environment.
Distributive Justice
A way in which society allocates equity vs. equality vs. need (EX: Unions allocating raises based on tenure)
Interpersonally-Directed Deviance
CWB including harmful behaviors directed toward coworkers and others through physical or psychological harm
Proximal Processes
CWB that affects individuals more directly and immediately (throwing a coworker under the bus, sabotaging a coworker's project to make you look better)
Organizationally-Directed Deviance
CWB that primarily harms the organization such as property and production deviance
Incivility
Behavior characterized by verbal, passive, and indirect disrespect caused by competition that may escalate in an upward spiral that differs across people, jobs, companies, & cultures
-Screening -Policies & Practices -Good Management (training, response actions)
CWB Interventions
Performance Management
Goal-oriented process directed toward ensuring that organizational processes are in place to maximize the productivity of employees, teams, and ultimately, the organization
Employee Assistance Programs (EAPs)
Intended to help employees deal with personal problems that might adversely impact their work performance, health, and well-being
Interpersonal Justice
Reflects the perceived fairness of the treatment received by employees from authorities
Counterproductive Workplace Behavior
Represents types of behavior that harm employees, the organization as a whole, or organizational stakeholders such as customers and shareholders. i.e. theft, gossiping, back-stabbing, drug and alcohol abuse, destroying organizational property, violence, tardiness, sabotage, and sexual harassment
Role Expectation
Socially determined behaviors expected of a person performing a role (EX: I see it as part of my job)
Schema-Triggered Affect
The idea that organizational citizenship behavior stimulates positive feelings about subordinates
Attribution Theory
The idea the organizational citizenship behaviors are distinctive and therefore are more likely to be attributed as stable characteristics of employees
Motivation (M)
The individual drive to perform; direction, persistence, and intensity of effort
Production Deviance
The "purposeful failure to perform job tasks effectively the way they are supposed to be performed"
=(DK)(PKS)(M)
The Performance Formula
Task Performance
The behaviors directly involved in transforming organizational resources into the goods or services an organization produces (EX: job description)
Job Performance
The behaviors under the control of an employee that contribute, either positively or negatively, to organizational goal accomplishment (results, effectiveness, productivity, utility)
Criterion
The dependent variable or outcome variable that we're trying to predict (EX: company wasn't hiring PITT students, so they changed their grading system)
Impression Management
The idea that helping others makes me look good (EX: the Patriots were automatically assumed guilty of cheating because of their past)
Informational Justice
The perceived fairness of information used to arrive at decisions (EX: do authorities explain procedures throughly?)
Hostile Attribution Bias
The tendency to perceive others' ambiguous actions as hostile (thinking that everyone's out to get them)
-Production Deviance (wasting resources) -Property Deviance (sabotage, theft) -Political Deviance (gossiping, incivility) -Personal Aggression (harassment, abuse)
Types of Counterproductive Workplace Behavior (PPPP)
Property Deviance
Unethical behavior aimed at the organization's property or products
Citizenship Behavior
Voluntary activities that may or may not be rewarded but that contribute to the organization by improving the quality of the setting where work occurs
-Job satisfaction -Organizational commitment -Organizational fairness -Leader support -Conscientiousness
What predicts OCB?
