Behavior, Performance, and effectiveness in Twenty-first Century

Organizational Psychology: Behavior, Performance, and effectiveness in Twenty-first Century

Question 1

Chapter: 6 Title: Behavior, Performance, and effectiveness in Twenty-first Century.

Question 2

At around the 1980s, industrial and organizational psychology stopped complaining about the issue of “Criterion problem” and instead focused on occupation role performance that could be substantively modeled so that to make the company performance more significant. Thus, the author’s primary purpose in the material was to revisit the dependent variable side and consider implications of distinctions among performance, behavior for research, and practice. For that reason, the author aims to make sure that there is a way in which performance and behavior should be represented for performance dynamics (Campbell, 2012). The author used the dependent variable because it is a variable of real interest even though it can change to be an independent variable. In addition, the author was basically focused on the context of industrial and organizational psychology, which is essential for the goals of an organization and its management. More importantly, the author used a dependent variable to investigate the influence of various performances in an organization.

Question 3

The author’s main focus was to address different questions based on industrial and organizational psychology. It is evident from the material that the author aimed to make sure that contextual issues that deserve attention were at least followed to develop a way that will ensure that the organization achieves key performance. In addition, based on the material, the author has shown that when performance rate is viewed through person-perception lens literature, some complication occurs. Given that the author’s main focus was to view the organization’s performance rate, the performance rating question was used as a performance measurement method. Moreover, the author addressed the question of individual performance by an organization looking at performance in work setting independent variables. Another fundamental problem that the author was addressing is how to model performance (Campbell, 2012). The several efforts put in place to specify dimensionality of performance since the 1980s were the latent structures of action that required every individual in the organization to have a work role. Additionally, the author addressed the importance of team leadership in the modern era as qualitatively different from traditional settings. However, leadership plays an essential role in teamwork, which the author has explained through the implication of performance problems. The author has shown that high performance on certain critical dimensions can resolve certain critical conflicts in the best interest of achieving organizational goals.

Question 4

Based on the material, the author used individual performance to show the objective of every individual attribute to the organization, considering the executive’s evaluation performance in that regard. This is an important concept because the author used it to search for specific measures that could be used to judge performance, thus defined as an indicator of overall individual contribution to the organization. Another vital discussion in the material is modeling performance, an important idea the author has discussed to show the composite picture of performance that could be used for specific research or HR management purposes (Campbell, 2012). Moreover, the Campbell et al. Model is another significant concept discussion as it advances eight major substantive factors that seem helpful to the organization. The author used each factor to describe the specific content domain of goal-relevant actions in the organization.

Question 5

The most important findings that the author has represented in the course material is that when attempting to summarize I/O psychology’s work effort, it is good to model the work performance as that will help distinguish between substantive and no substantive properties of individual performance. Also, the author concluded that not all jobs need significant management components.