Job Performance
What is Job Performance?
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Job performance includes all behavior that affect accomplishing a company’s goals positively or negatively. These behaviors include task performance, citizenship behavior, counterproductive behavior, knowledge work, task interdependence and many more (2). At Midwest Choppers we focus on task independence to ensure all employees are communicating to one another properly, and citizenship behavior judge the level of performance.
Task Interdependence
A key component of job performance at Midwest Choppers is task interdependence. All employees rely on each other and need to interact to obtain products and information about the motorcycles in order to sell them (2). Task interdependence involves team members to work together, like factory workers, or it might entail employees to work alone, like salesmen (4). Factory workers also use task technology to make the parts and build the motorcycles.
Midwest Choppers in considered to have high task interdependence. Therefore, we can conclude that there is a moderate correlation between task interdependence and job performance (1). In the factory every worker relies on each other to make the parts correctly and hand them to the next station. If the employees did not interact with each other, the motorcycles would never even be built, and no one would be able to perform their job.
Salesmen may work alone, but they still rely and interact with everyone else in the company, even factory workers. On the sales floor, they need to have all of the information and specifications on each and every motorcycle. They rely on the factory workers to make every motorcycle accurately, so they sell them based on the specifications and how each one is different. All of the salesmen would be considered to show pooled interdependence. They are all working toward the same outcome, to sell motorcycles (2). The reported sales at the end of each week, month or year is not an individual’s numbers, but all of them put together.
Midwest Choppers in considered to have high task interdependence. Therefore, we can conclude that there is a moderate correlation between task interdependence and job performance (1). In the factory every worker relies on each other to make the parts correctly and hand them to the next station. If the employees did not interact with each other, the motorcycles would never even be built, and no one would be able to perform their job.
Salesmen may work alone, but they still rely and interact with everyone else in the company, even factory workers. On the sales floor, they need to have all of the information and specifications on each and every motorcycle. They rely on the factory workers to make every motorcycle accurately, so they sell them based on the specifications and how each one is different. All of the salesmen would be considered to show pooled interdependence. They are all working toward the same outcome, to sell motorcycles (2). The reported sales at the end of each week, month or year is not an individual’s numbers, but all of them put together.
Citizenship Behavior
Citizenship behavior is voluntary actions employees may or may not be recognized for, but enhance the overall atmosphere of the workplace (2). Citizenship behaviors like, helping and voice, “enhance organizational performance because they “lubricate” the social machinery of the organization, reduce friction, and increase efficiency” (3). Teams with higher job performance and satisfaction tend to show more citizenship behaviors than those with low job performance, and vice versa.
Helping behavior is showing a new employee the ropes or helping others with or preventing the occurrence of problem. The factory workers do this by showing new employees the fastest and most productive ways to use machinery (3). This helps job performance, because they are keeping the company moving smoothly and avoiding any major problems that would stop production. Salesmen also use helping behavior. It is important for them to show the new salesmen good techniques to use and how customers like to be treated and talked to.
Offering constructive criticism, voice, is another behavior used to keep the workplace running at top capacity (2). Factory workers need to be able to tell another employee or a manager when a part is not being made as well as it should be or a process is not working well. They also need to be able to accept this criticism and use it to fix the problem. Salesmen can use this behavior to offer and accept suggestions to increase their sale numbers.
Helping behavior is showing a new employee the ropes or helping others with or preventing the occurrence of problem. The factory workers do this by showing new employees the fastest and most productive ways to use machinery (3). This helps job performance, because they are keeping the company moving smoothly and avoiding any major problems that would stop production. Salesmen also use helping behavior. It is important for them to show the new salesmen good techniques to use and how customers like to be treated and talked to.
Offering constructive criticism, voice, is another behavior used to keep the workplace running at top capacity (2). Factory workers need to be able to tell another employee or a manager when a part is not being made as well as it should be or a process is not working well. They also need to be able to accept this criticism and use it to fix the problem. Salesmen can use this behavior to offer and accept suggestions to increase their sale numbers.