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All tasks require some form of ability and motivation; [7] however, Sackett and colleagues hypothesized that the difference between typical and maximum performance is determined by a combination of these two factors. [2] They expected that maximum performance is primarily determined by the intelligence of an individual.
A high LPC score suggests that the leader has a "human relations orientation", while a low LPC score indicates a "task orientation". Fiedler assumes that everybody's least preferred coworker in fact is on average about equally unpleasant, but people who are relationship-motivated tend to describe their least preferred coworkers in a more positive manner, e.g., more pleasant and more efficient.
If an individual feels that a co-worker is pulling away from the friendship, that individual may use openness to attempt to maintain that friendship by confronting the other person and discussing why the relationship is deteriorating. [1] Openness is a great tactic in some situations, but not in all.
Job performance, studied academically as part of industrial and organizational psychology, also forms a part of human resources management. Performance is an important criterion for organizational outcomes and success. John P. Campbell describes job performance as an individual-level variable, or something a single person does.
Coworker effort was manipulated using a confederate. When the experimenter momentarily left the room to retrieve a "forgotten stopwatch," a confederate said to the other participants that he thought the experiment was interesting, and that he was either going to work hard on the task or was not planning on working hard based on condition.
Performance rating has become a continuous process by which an employer and employees attempt to understand company goals and how his or her progress toward contributing to them are measured. Performance measurement is an ongoing activity for all managers and their subordinates. [4] A performance measurement uses the following indicators:
With regard to the relationship between OBs and managerial evaluations, Podsakoff and colleagues (2000) found, in a summary of empirical evidence, that OCBs uniquely accounted for 42.9% of the variance in managerial performance evaluations.
In an organization, communication occurs between members of different hierarchical positions. Superior-subordinate communication refers to the interactions between organizational leaders and their subordinates and how they work together to achieve personal and organizational goals [1] Satisfactory upward and downward communication is essential for a successful organization because it closes ...