Organisational Psychology

a)Performance is one of the most important criterions that contribute to organizational outcomes and success. Though, the clarity of how performance is defined in various organizations differs in many ways, organizations need this important criterion to work upon their weaknesses and strengths. Coming from a psychological perspective, two of the most commonly accepted theories of job performance come from John P.Campbell and colleagues and the other from Borman Motowidlo. The two dimensions that are covered in the models would be task performance and contextual performance. Campbell’s model focuses on performance behaviour and its dimensions whereas Borman Widlo focuses on an additional aspect of organizational value or consequences for the performance indicators. (American Essays)

Campbell believes that performance is behaviour related thus he hypothesizes that there are eight different factors, latent dimensions of performance that define the performance aspect for all jobs. The first factor is Job-specific task proficiency which focuses on the technical and core tasks specific to the job and includes those behaviours that an individual undertakes as part of the job for example a salesperson showcasing a product to a customer. The second factor is non-specific task proficiency that focuses on technical and core tasks generic to all similar jobs and includes those behaviours that an individual requested to undertake that is not pertained to a particular job for example a salesperson required to train new employees. The third factor is written and oral communication task proficiency which is performance on writing and communication skills. Employees may need to make formal and informal oral and written presentations to various people in the work force. The fourth factor is demonstration of effort. The direction, persistence and intensity of performance behaviour, an individual’s performance is assessed in terms of effort that is based either from day to day or...