Recruitment And Selection in Canada 6th Edition By Victor Catano - Test Bank

Recruitment And Selection in Canada 6th Edition By Victor Catano – Test Bank

 

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Sample Questions Are Posted Below

 

Chapter 5 Recruitment, Selection, and Job Performance

 

MULTIPLE CHOICE

 

1. Which of the following best defines performance management?

a.	a means to transform companies into results-oriented organizations
b.	measures of job performance that attempt to capture individual differences among employees with respect to job-related behaviours
c.	organizational processes used to improve employee and organizational performance in the workplace
d.	organizational processes that evaluate employee job performance

 

 

ANS:  C                    PTS:   1                    REF:   178                OBJ:   2

BLM:  Higher Order

 

2. Which measures of job performance attempt to capture individual differences among employees with respect to job-related behaviours?

a.	attributes
b.	behaviour
c.	criteria
d.	performance indicators

 

 

ANS:  C                    PTS:   1                    REF:   178                OBJ:   5

BLM:  Remember

 

3. Which of the following defines the concept that is described as activities or behaviours that are not part of a worker’s formal job description but that remain important for organizational effectiveness?

a.	task performance
b.	job performance
c.	contextual performance
d.	dimensional performance

 

 

ANS:  C                    PTS:   1                    REF:   179                OBJ:   2

BLM:  Remember

 

4. Which of the following is NOT a job task behaviour for an airplane pilot?

a.	promoting safety procedures
b.	navigation
c.	managing air crew
d.	takeoff and landing

 

 

ANS:  A                    PTS:   1                    REF:   181                OBJ:   1

BLM:  Higher Order

 

 

 

5. Which of the following best defines job performance?

a.	the observable things employees do that are relevant to accomplishing the goals of the organization
b.	a means to reinforce an organization’s core values in addition to identifying performance differences among employees
c.	organizational processes used to improve employee and organizational performance in the workplace
d.	organizational processes that evaluate employee job performance

 

 

ANS:  A                    PTS:   1                    REF:   178                OBJ:   2

BLM:  Remember

 

6. Which of the following best defines job criteria?

a.	organizational processes used to improve employee and organizational performance in the workplace
b.	measures of job performance that attempt to capture individual differences among employees with respect to job-related behaviours
c.	organizational processes that evaluate employee job performance
d.	a means to reinforce an organization’s core values in addition to identifying performance differences among employees

 

 

ANS:  B                    PTS:   1                    REF:   178                OBJ:   2

BLM:  Remember

 

7. Which of the following is an example of contextual behaviour?

a.	extra effort
b.	leadership
c.	supervision
d.	personal discipline

 

 

ANS:  A                    PTS:   1                    REF:   180                OBJ:   3

BLM:  Remember

 

8. Which of the following is job task behaviour for an airline pilot?

a.	taking off and landing
b.	self-discipline
c.	mentoring junior pilots
d.	promoting safety procedures

 

 

ANS:  A                    PTS:   1                    REF:   183                OBJ:   3

BLM:  Higher Order

 

9. Which performance behaviour is similar to contextual performance behaviour?

a.	organizational citizenship
b.	job-specific task proficiency
c.	adaptive behaviour
d.	organizational culture

 

 

ANS:  C                    PTS:   1                    REF:   179                OBJ:   2

BLM:  Higher Order

 

 

10. As the HRM, you are responsible for defining sets of related behaviours that are derived from organizational goals and linked to successful job performance. What are these behaviours called?

a.	performance domains
b.	performance criteria
c.	performance dimensions
d.	performance indicators

 

 

ANS:  C                    PTS:   1                    REF:   181                OBJ:   2

BLM:  Higher Order

 

11. In Campbell’s theory of work performance, what concept refers to the degree to which individuals are committed to performing all job tasks, to working at a high level of intensity, and to working under adverse conditions?

a.	maintaining personal discipline
b.	supervision/leadership
c.	demonstrating effort
d.	job-specific proficiency

 

 

ANS:  C                    PTS:   1                    REF:   182                OBJ:   5

BLM:  Remember

 

12. Which concept refers to voluntary behaviours that violate significant organizational norms and in so doing threaten the well-being of an organization, its members, or both?

a.	contextual performance
b.	lack of personal discipline
c.	task behaviours
d.	counterproductive work behaviours

 

 

ANS:  D                    PTS:   1                    REF:   188                OBJ:   2

BLM:  Remember

 

13. Which of the following concepts is known as the degree to which the criterion measure is influenced by, or measures, behaviours or competencies that are not part of job performance?

a.	criterion relevance
b.	criterion contamination
c.	criterion deficiency
d.	unmeasured competencies

 

 

ANS:  B                    PTS:   1                    REF:   198                OBJ:   3

BLM:  Remember

 

14. Which of the following is NOT an objective measure of job performance?

a.	cost of accidents
b.	length of time in job
c.	number of spelling mistakes
d.	earnings per share

 

 

ANS:  D                    PTS:   1                    REF:   204                OBJ:   6

BLM:  Remember

 

 

15. Which of the following is NOT a common type of counterproductive work behaviour?

a.	bullying
b.	workaholism
c.	presenteeism
d.	tardiness

 

 

ANS:  B                    PTS:   1                    REF:   189                OBJ:   3

BLM:  Remember

 

16. Which method allows the rater to compare the overall performance of each worker with that of every other worker being evaluated?

a.	paired comparison
b.	forced distribution
c.	rank order
d.	relative percentile method

 

 

ANS:  A                    PTS:   1                    REF:   205                OBJ:   7

BLM:  Remember

 

17. Psychological withdrawal occurs when employees withhold effort and do not perform to their fullest capabilities. Which of the following is NOT a form of psychological withdrawal?

a.	being present at work but not psychologically committed
b.	quitting the job permanently
c.	being introverted at work and having no work friends
d.	using drug and alcohol in the workplace

 

 

ANS:  C                    PTS:   1                    REF:   188, 189         OBJ:   7

BLM:  Higher Order

 

18. Which of the following actions is NOT part of the new protections from violence and harassment that employers in Ontario need to provide for workers?

a.	allowing workers to remove themselves from harmful situations if they have reason to believe that they are at risk of imminent danger due to workplace violence
b.	assessing the risks of workplace violence and taking reasonable precautions to protect workers from possible domestic violence in the workplace
c.	providing an employee assistance program to ensure workers have access to psychological resources immediately following a violent or harassing incident
d.	developing workplace violence and harassment prevention policies and programs and communicating about these to workers

 

 

ANS:  C                    PTS:   1                    REF:   192–195         OBJ:   5

BLM:  Remember

 

19. According to a research study investigating the use of personal Facebook pages to predict job performance, what advice should HR managers give to hiring managers concerning the use of Facebook as an important tool to predict which candidates will be successful?

a.	It’s a valuable tool.
b.	It’s valuable for certain jobs.
c.	It’s of no value.
d.	It should only be used by trained HR staff.

 

 

ANS:  A                    PTS:   1                    REF:   177                OBJ:   4

BLM:  Higher order

 

20. Which concept is defined as the degree to which the criterion measure captures behaviours or competencies that constitute job performance?

a.	criterion contamination
b.	criterion deficiency
c.	criterion relevance
d.	criterion reliability

 

 

ANS:  C                    PTS:   1                    REF:   198                OBJ:   7

BLM:  Remember

 

21. Into which subcategories would you break job performance behaviours?

a.	competency, adaptive, contextual, and job-specific behaviours
b.	adaptive, task, contextual, and productive behaviours
c.	task, contextual, and counterproductive adaptive
d.	strategic job-specific, contextual, and organizational behaviours

 

 

ANS:  C                    PTS:   1                    REF:   179                OBJ:   3

BLM:  Remember

 

22. With respect to criterion measures, what is one disadvantage of practicality?

a.	The measures are applicable only if the criterion measure is available.
b.	The measures are influenced by the supervisor’s bias.
c.	The measures do not meet the standards of reliability and validity.
d.	The measures are not consistently applied, given changes in personnel.

 

 

ANS:  C                    PTS:   1                    REF:   199                OBJ:   7

BLM:  Remember

 

23. Which of the following researchers recognized that an ultimate criterion would rarely, if ever, be found in practice?

a.	Griggs
b.	Mears
c.	Smith
d.	Thorndike

 

 

ANS:  D                    PTS:   1                    REF:   200                OBJ:   7

BLM:  Remember

 

24. Which of the following is NOT a subjective performance appraisal rating system?

a.	forced distribution
b.	relative percentile method
c.	graphic rating scale
d.	paired comparisons

 

 

ANS:  C                    PTS:   1                    REF:   206                OBJ:   4

BLM:  Remember

 

 

Scenario 5-1

You have just been hired as the recruitment and selection clerk for BCH, a health-care organization that oversees many diverse health services in British Columbia. You were offered the position due to your knowledge in legislation, experience in oral presentations and report writing, ability to effectively schedule complex projects, and self-discipline. The hiring manager stated that oral presentations and report writing were given the most weight in the hiring decision. He also mentioned that the importance of this job dimension influenced the raters’ ratings over the other job dimensions.

 

25. Refer to Scenario 5-1. What was BCH’s most important performance dimension in this hiring decision?

a.	management/administration
b.	maintaining self-discipline
c.	communication proficiency
d.	knowledge of legislation

 

 

ANS:  C                    PTS:   1                    REF:   180                OBJ:   3

BLM:  Higher Order

 

26. Refer to Scenario 5-1. What contextual performance behaviour did BCH hire you for?

a.	management/administration
b.	maintaining self-discipline
c.	communication proficiency
d.	knowledge of legislation

 

 

ANS:  C                    PTS:   1                    REF:   180                OBJ:   3

BLM:  Higher Order

 

27. Refer to Scenario 5-1. What task performance behaviour did BCH hire you for?

a.	communication proficiency
b.	maintaining self-discipline
c.	demonstrating effort
d.	knowledge of legislation

 

 

ANS:  D                    PTS:   1                    REF:   180                OBJ:   3

BLM:  Higher Order

 

28. xRefer to Scenario 5-1. What counterproductive performance behaviour did BCH hire you for?

a.	communication proficiency
b.	maintaining self-discipline
c.	demonstrating effort
d.	knowledge of legislation

 

 

ANS:  B                    PTS:   1                    REF:   180                OBJ:   5

BLM:  Higher Order

 

29. Refer to Scenario 5-1. Which of the following is NOT considered a counterproductive work behaviour?

a.	lying
b.	theft
c.	sabotage
d.	exclusion

 

 

ANS:  D                    PTS:   1                    REF:   180                OBJ:   7

BLM:  Remember

 

Scenario 5-2

The CEO of KM Contracting, a medium-sized Canadian construction company, has decided to develop a performance management system so that the company can measure employee performance. As the HRM, you believe that a lack of clear job standards has led to the selection of inappropriate candidates. Managers have stated that performance appraisals are usually conducted only when inappropriate and unsafe workplace behaviours have occurred. The three major performance dimensions of all the jobs are technical construction proficiency, demonstrating effort, and maintaining self-discipline.

 

30. Refer to Scenario 5-2. The managers at KM Contracting are not clear on the distinction between performance management and performance measurement. Which of the following best defines performance measurement?

a.	a means to reinforce an organization’s core values in addition to identifying performance differences among employees
b.	measures of job performance that attempt to capture individual differences among employees with respect to job-related behaviours
c.	organizational processes used to improve employee performance in the workplace
d.	organizational processes that evaluate employee job performance

 

 

ANS:  A                    PTS:   1                    REF:   178–183         OBJ:   2

BLM:  Higher Order

 

31. Refer to Scenario 5-2. As the HRM, you have clarified that the outcome of KM Contracting’s performance appraisals must be more than corrective discipline. What is the outcome of an effective performance appraisal system?

a.	achievement of organizational goals due to increased employee satisfaction and performance
b.	improvement in organizational processes that evaluate employee job performance
c.	reinforcement of organizational core values in addition to identifying performance differences among employees
d.	identification of employees who need development as well as progressive discipline

 

 

ANS:  C                    PTS:   1                    REF:   178                OBJ:   2

BLM:  Higher Order

 

32. Refer to Scenario 5-2. The managers at KM Contracting are not clear on the distinction between job performance and job criteria. Which of the following best defines job performance?

a.	the observable things employees do that are relevant to accomplishing the goals of the organization
b.	a means to reinforce an organization’s core values in addition to identifying performance differences among employees
c.	organizational processes used to improve employee and organizational performance in the workplace
d.	organizational processes that evaluate employee job performance

 

 

ANS:  A                    PTS:   1                    REF:   178                OBJ:   2

BLM:  Remember

 

 

 

33. Refer to Scenario 5-2. Which contextual performance behaviours have been observed at KM Contracting?

a.	maintaining personal discipline
b.	demonstrating effort
c.	technical construction proficiency
d.	engaging in unsafe work practices

 

 

ANS:  B                    PTS:   1                    REF:   179                OBJ:   1

BLM:  Higher Order

 

34. Refer to Scenario 5-2. As the HRM, you are responsible for defining sets of related behaviours that are derived from KM Contracting’s goals and linked to successful job performance. What are these behaviours called?

a.	performance domains
b.	performance criteria
c.	performance dimensions
d.	performance indicators

 

 

ANS:  C                    PTS:   1                    REF:   181, 182         OBJ:   2

BLM:  Remember

 

35. Refer to Scenario 5-2. The managers at KM Contracting are not clear on the distinction between performance management and performance appraisals. Which of the following best defines performance management?

a.	a means to transform companies into results-oriented organizations
b.	measures of job performance that attempt to capture individual differences among employees with respect to job-related behaviours
c.	organizational processes used to improve employee and organizational performance in the workplace
d.	organizational processes that evaluate employee job performance

 

 

ANS:  C                    PTS:   1                    REF:   178                OBJ:   2

BLM:  Higher Order

 

36. Refer to Scenario 5-2. Which of the following is NOT a subcategory of job performance?

a.	task performance
b.	contextual performance
c.	counterproductive performance
d.	interpersonal job performance

 

 

ANS:  D                    PTS:   1                    REF:   179, 180         OBJ:   1

BLM:  Higher Order

 

 

Scenario 5-3

You have been hired as the recruitment and selection clerk for BCH, a health-care organization that oversees many diverse health services in British Columbia. The BCH community extended-care facilities have developed a performance appraisal system whereby managers evaluate all employees on their initiative and attitude toward helping patients. The hospitals use a different performance appraisal system that includes phrases such as “responds to patient medical needs within 2 minutes” and “failed to interpret the medical needs of the patient.” Some of the senior management obtain performance feedback from their superiors, peers, subordinates, and clients as well as complete their own self-ratings for professional development.

 

37. Refer to Scenario 5-3. What performance appraisal method are the hospitals using?

a.	graphic rating scale
b.	results method
c.	behavioural anchored rating scale
d.	ranking system

 

 

ANS:  C                    PTS:   1                    REF:   206                OBJ:   7

BLM:  Higher Order

 

38. Refer to Scenario 5-3. In the health-care industry, performance extends beyond knowledge, skills, and abilities and requires performance that supports the organizational, social, and psychological environment in which the job is performed. What are these activities or behaviours called?

a.	job-specific task performance
b.	contextual performance
c.	accepting diversity
d.	interpreting cultural differences

 

 

ANS:  B                    PTS:   1                    REF:   179                OBJ:   3

BLM:  Higher Order

 

39. Refer to Scenario 5-3. What kind of performance behaviour occurs when a nurse shows enthusiasm and extra effort to help a patient?

a.	task
b.	contextual
c.	organizational
d.	adaptive

 

 

ANS:  B                    PTS:   1                    REF:   180                OBJ:   3

BLM:  Higher Order

 

40. Which of the following is the concept that refers to the ratings or rankings made by supervisors, peers, or others that are used in assessing individual job performance?

a.	subjective performance measures
b.	relative rating system
c.	graphic rating scale
d.	behaviourally anchored rating scales

 

 

ANS:  A                    PTS:   1                    REF:   203, 204         OBJ:   7

BLM:  Remember

 

 

41. According to the textbook, which of the following would NOT be a job-specific task proficiency to evaluate a security dispatcher?

a.	maintains security of technological equipment
b.	properly secures lost and found articles
c.	activates appropriate emergency response teams as needed
d.	ensures confidentiality and security of information

 

 

ANS:  A                    PTS:   1                    REF:   180                OBJ:   7

BLM:  Remember

 

TRUE/FALSE

 

1. Engaging in unsafe work practices is a counterproductive performance behaviour.

 

ANS:  T                    PTS:   1                    REF:   179                OBJ:   2

 

2. Performance measurement is always subjective and is not reliable to predict future performance.

 

ANS:  F                    PTS:   1                    REF:   203                OBJ:   1

 

3. Job performance domain refers to the set of related behaviours that are derived from an organization’s goals and linked to successful job performance.

 

ANS:  F                    PTS:   1                    REF:   181                OBJ:   5

 

4. Persisting with enthusiasm and extra effort as necessary to complete one’s own task activities successfully is an example of contextual performance.

 

ANS:  T                    PTS:   1                    REF:   179                OBJ:   2

 

5. Contextual performance is closely related to organizational citizenship behaviour.

 

ANS:  T                    PTS:   1                    REF:   179                OBJ:   2

 

6. The usefulness of selection measures is assessed by how well they predict performance.

 

ANS:  T                    PTS:   1                    REF:   195                OBJ:   3

 

7. Cognitive ability appears to be the best predictor of task performance across all job situations.

 

ANS:  T                    PTS:   1                    REF:   195                OBJ:   2

ANS:  T                    PTS:   1                    REF:   195                OBJ:   2

 

9. Reliability is the degree to which the criterion measure captures behaviours or competencies that constitute job performance.

 

ANS:  F                    PTS:   1                    REF:   198                OBJ:   4

 

10. Criterion deficiency is defined as those task performance behaviours or competencies that are NOT measured by the criterion.

 

ANS:  F                    PTS:   1                    REF:   198                OBJ:   7

 

11. Absolute rating systems compare the performance of one worker with an absolute standard of performance.

 

ANS:  T                    PTS:   1                    REF:   206                OBJ:   7

 

12. Behaviour observation scales are very similar to behaviourally anchored rating scales (BARS) in that the starting point is an analysis of critical job incidents by those knowledgeable about the job to establish performance dimensions.

 

ANS:  T                    PTS:   1                    REF:   207                OBJ:   7

 

13. Performance is NOT the consequence or result of action; it is the action itself.

 

ANS:  T                    PTS:   1                    REF:   178                OBJ:   1

 

14. The perceived fairness and perceived justice of the performance appraisal process plays a central role in determining employee reactions.

 

ANS:  T                    PTS:   1                    REF:   210                OBJ:   1

 

15. SHORT ANSWER

 

 

 

1. Job performance is a multidimensional construct composed of three behaviours: task, contextual, and counterproductive. Define these three job-related behaviours, and give an example of how each of these behaviours is linked to factors that should be considered during recruitment and selection.

 

ANS:

Task behaviours involve the direct contribution to the functioning of the organization, such as producing goods and selling services.

 

Contextual behaviours involve interpersonal job performance and job dedication, such as contributing to the culture of the organization.

 

Counterproductive behaviours are voluntary behaviours that violate significant organizational norms and in so doing threaten the well-being of an organization, its members, or both.

 

Counterproductive behaviours lead to decreases in productivity and the loss of efficiency and effectiveness. One of the most negative work behaviours can involve withdrawal from the job. This includes complete withdrawal, such as resignation; however, it also involves tardiness, absenteeism, leaving early, extended breaks, etc.

 

Refer to Figure 5.2, A Job Performance Domain for an Airplane Pilot, on page 181, for examples of the job task behaviours, contextual behaviours, and counterproductive behaviours that relate to the performance of an airplane pilot.

 

PTS:   1                    REF:   180–183         OBJ:   3

 

2. Define job performance and criteria. Why is it important to understand job performance and criteria as part of the recruitment and selection process?

 

ANS:

Job performance is behaviour (the observable things people do) that is relevant to accomplishing the goals of an organization. Criteria are measurements of job performance that attempt to capture individual differences among employees with job-related behaviours (i.e., many diverse behaviours and levels of proficiency). Criteria are the performance standards for judging success and behaviour on the job, which are important to know when trying to select the best candidate for the job.

 

PTS:   1                    REF:   178                OBJ:   1

 

3. What is contextual performance? Briefly describe two categories of contextual performance.

 

ANS:

Contextual performance refers to the activities or behaviours that are not part of the workers’ formal job description but remain important for organizational effectiveness. While job performance is closely related to underlying knowledge, skills, and abilities, contextual performance supports the organizational, social, and psychological environment in which the job is performed. Contextual activities are not related to a specific job or role but extend to all jobs in an organization. Contextual performance often reflects organizational values.

 

The categories of contextual performance are

• persisting with enthusiasm and extra effort as necessary to complete one’s own task activities successfully
• volunteering to carry out task activities that are not formally part of one’s own job
• helping and cooperating with others
• following organizational rules and procedures
• endorsing, supporting, and defending organizational objectives

 

PTS:   1                    REF:   179                OBJ:   3

 

4. Define criterion relevance, criterion contamination and criterion deficiency.

 

ANS:

Criterion relevance is the degree to which the criterion measure captures behaviours or competencies that constitute job performance.

 

Criterion contamination is the degree to which the criterion measure is influenced by core measures, behaviours, or competencies that are not part of job performance.

 

Criterion deficiency refers to those job performance behaviours or competencies that are not measured by the criterion.

 

PTS:   1                    REF:   198                OBJ:   5

 

5. Develop five job-specific task proficiencies using a behavioural observation scale to evaluate a security dispatcher.

 

ANS:

1. properly secures lost and found articles
2. controls visitor access to buildings
3. monitors multiple surveillance devices
4. ensures confidentiality and security of information
5. activates appropriate emergency response teams as needed

 

See Table 5.5, Behavioural Observation Scale Used to Evaluate a Security Dispatcher, on page 209.

 

PTS:   1                    REF:   207–209         OBJ:   5

 

6. Explain how human rights relate to performance appraisal processes.

 

ANS:

• Decisions of judiciary or human rights tribunals emphasize that the defensibility of performance measures rests on the ability to demonstrate that they are job related.
• The Supreme Court of Canada’s Meioren decision ruled that a standard (i.e., a criterion) must be reasonably related to the accomplishment of work-related purposes.
• The absence of a job or work analysis as part of criterion development will likely cast suspicion on any performance measurement system subject to judicial review.
• Written documentation is also very important in the development of performance measures.
• A review mechanism must be in place to allow employees to appeal performance assessments that they believe to be unfair or discriminatory.
• A performance measurement system must meet legal and professional practice standards to satisfy human rights requirements.

 

Refer to Recruitment and Selection Notebook 5.1, Designing a Performance Measurement System to Meet Legal and Professional Standards, on page 212, to review some important guidelines about performance measurement.

 

PTS:   1                    REF:   211–213         OBJ:   7

 

7. Define performance management.

 

ANS:

Performance management refers to organizational processes used to improve employee and organizational performance in the workplace. Performance management includes setting measurable standards, carrying out performance appraisals, and providing continuous feedback and coaching.

 

PTS:   1                    REF:   178                OBJ:   1

 

 

8. Describe two methods for measuring job performance.

 

ANS:

Relative rating systems compare the overall performance of an employee with that of others to establish a rank order of employee performance.

 

Rank order involves arranging the employees in order of their perceived overall performance level.

 

Paired comparisons involve comparing the overall performance of each worker with that of every other worker who is being evaluated.

 

Forced distribution attempts to provide absolute information within a relative rating context.

 

Relative percentile method (RPM) is a new and improved relative rating system. It allows raters to compare individuals on job performance dimensions that have been derived through analytic procedures.

 

Absolute rating systems compare the performance of one worker with an absolute standard of performance; they can be used to assess performance on one dimension or to provide an overall assessment.

 

Graphic rating scales can be produced to assess an employee on any job dimension. The scale usually consists of the name of the job component or dimension, a brief definition of the dimensions, a scale with equal intervals between the numbers placed on the scale, verbal labels or anchors attached to the numerical scale, and instructions for making a response.

 

Critical incident methods require raters to observe the job behaviour of an employee and to record those behaviours displayed by the worker that are critical to effective or ineffective performance. The technique forces the rater to concentrate on the behaviour, not traits or characteristics, of the worker.

 

Mixed standard rating scales are variations of critical incident checklists. Three critical incidents are selected for each job dimension being reviewed. The items represent excellent, average, and poor performance, respectively. The items are randomly presented on a checklist with labelling of the job dimensions, and raters are asked to indicate whether the employee’s behaviour is better, worse, or the same as the behaviour presented in the statement.

 

Behaviourally anchored rating scales (BARS) use empirically derived critical incident job behaviours to anchor the values placed on a rating scale. BARS is the “Rolls Royce” of rating scales and the best rating procedure used today. It integrates job analytic information directly to the performance appraisal measure.

 

Behaviour observations scales (BOS) are very similar to BARS in that the starting point is an analysis of critical job incidents by those knowledgeable about the job to establish performance dimensions. Once the list of behaviours that represent different job dimensions is constructed, supervisors are asked to monitor the frequency with which employees exhibit each behaviour over a standardized time period.

 

PTS:   1                    REF:   203–209         OBJ:   7

 

9. John Campbell and his associates have developed a theory of work performance. Campbell proposes that the behaviours that people are expected to exhibit as part of their job appear to fall into eight job performance dimensions. You are applying for a position as an HRM. Describe and give an example of two performance dimensions from Campbell’s model that you believe would be major performance components required of a HRM. Describe how these performances are expressed in relation to an organization’s mission and goals. How could this desired performance be measured? What criteria could be used? What determines individual differences in Campbell’s eight job performance components? Why would you perform more effectively and efficiently than another candidate?

 

ANS:

• Job-specific task proficiency reflects the degree to which an individual can perform technical tasks that make up the content of the job. Within jobs, one individual may be more competent than another.
• Non-job-specific task proficiency reflects the degree to which individuals can perform tasks or behaviours that are not specific to any one job. This is general knowledge, such as business acumen or an understanding of the business.
• Written and oral communication task proficiency is the degree to which an individual can write or speak, independent of the correctness of the subject matter.
• Demonstrating effort reflects the degree to which individuals are committed to performing all job tasks, to working at a high level of intensity, and to working under adverse conditions.
• Maintaining personal discipline characterizes the extent to which negative behaviours are avoided. Does a person drink or take drugs on the job? Does he or she engage in harassing behaviours?
• Facilitating peer and team performance is the degree to which an individual supports coworkers, helps them with job problems, and keeps them working as a team to achieve their goals.
• Supervision/leadership includes behaviours that are directed at influencing the performance of subordinates through interpersonal means.
• Management/administration includes all other behaviours involved in management that are distinct from supervision.

 

Campbell and his associates discuss three major influences as to why one person performs more efficiently than another person. Job performance is a combination of three factors: declarative knowledge, procedural knowledge, and motivation.

 

• Declarative knowledge is the knowledge about facts and things including rules, regulations, and goals.
• Procedural knowledge and skill are attained when declarative knowledge, knowing what to do, is combined with knowing how to do it.
• Motivation is defined in terms of choice to perform, level of effort, and persistence of job effort.

 

Performance cannot occur unless there is a choice to perform at some level and at least a minimal amount of knowledge and skill.          A HRM may have the knowledge and skill but if he or she has low motivation, he or she would be performing at a lower level.

 

Refer to Recruitment and Selection Today 5.2, Examples of Objective Measures of Job Performance on page 204.

 

The different criteria to measure job performance are objective performance measures or hard criteria such as production, sales, and personnel data used in assessing individual job performance; personnel data, which include absenteeism, tenure, rate of advancement and accidents; and subjective measures, which are ratings or rankings made by supervisors, peers, or others that are used in assessing individual job performance.

 

PTS:   1                    REF:   182–192         OBJ:   1