![]() ![]() Utilities of performance, effectiveness, and productivity are value judgments.Īnother key feature of job performance is that it has to be goal relevant. Utility, another related construct, is defined as the value of a particular level of performance, effectiveness, or productivity. In other words, productivity is the ratio of outputs to inputs-those inputs being effort, monetary costs, resources, etc. One can think of productivity as a comparison of the amount of effectiveness that results from a certain level of cost associated with that effectiveness. Īnother closely related construct is productivity. ![]() One can de-couple these two because performance is not the same as effectiveness. The first is performance and the second is the effectiveness of that performance. In these conditions, employee performance can be adequate, yet sales can remain low. For example, sales might slump due to economic conditions, changes in customer preferences, production bottlenecks, etc. However, certain factors other than employees' behavior influence revenue generated. ![]() When the employee performs this sales job well, he is able to move more merchandise. Revenue can be generated or not, depending on the behavior of employees. In a sales job, a favorable outcome is a certain level of revenue generated through the sale of something (merchandise, or some service such as insurance). The difference between individual controlled action and outcomes is best conveyed through an example. However, performance needs to be under the individual's control, regardless of whether the performance of interest is mental or behavioral. It can consist of mental productions such as answers or decisions. For instance, he clarifies that performance does not have to be directly observable actions of an individual. In other words, there are more factors that determine outcomes than just an employee's behaviors and actions.Ĭampbell allows for exceptions when defining performance as behavior. Outcomes result partially from an individual's performance, but they are also the result of other influences. This concept differentiates performance from outcomes. There are several key features to Campbell's conceptualization of job performance which help clarify what job performance means.įirst, Campbell defines performance as behavior, which is something done by an employee. This differentiates it from more encompassing constructs such as organizational performance or national performance, which are higher-level variables. Campbell describes job performance as an individual-level variable, or something a single person does. Performance is an important criterion for organizational outcomes and success. Job performance, studied academically as part of industrial and organizational psychology, also forms a part of human resources management. Job performance assesses whether a person performs a job well. Assesses whether a person performs a job well ![]()
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