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Business performance management (BPM) (also known as corporate performance management (CPM) [2] enterprise performance management (EPM), [3] [4] organizational performance management, or performance management) is a management approach which encompasses a set of processes and analytical tools to ensure that an organization's activities and output are aligned with its goals.
The counterpart of contextual performance is task performance. Task performance is defined as the work activities that contribute to an organization's technical capacity. [1] Contextual performance is more likely to be voluntary, whereas task performance is more likely to be prescribed by the job description.
Trait activation theory can also help an organization understand how to optimally motivate workers by offering them rewards suited to their individual traits (e.g., introverts will likely not be motivated by rewards involving public recognition such as "employee of the month" but extraverts will be [2]). In the workplace discussion, trait ...
Hayes (1979): Competence generally includes knowledge, motivation, social characteristic and roles, or skills of one person in accordance with the demands of organizations of their clerks. Boyatzis (1982): Competence lies in the individual's capacity which superposes the person's behavior with needed parameters as the results of this adaptation ...
Contextual performance is defined as non-task related work behaviors and activities that contribute to the social and psychological aspects of the organization. [4] Contextual performance consists of four elements: persistence of enthusiasm, assistance to others, rule and proscribed procedure following, and openly defending the organizations ...
In business and project management, a responsibility assignment matrix [1] (RAM), also known as RACI matrix [2] (/ ˈ r eɪ s i /; responsible, accountable, consulted, and informed) [3] [4] or linear responsibility chart [5] (LRC), is a model that describes the participation by various roles in completing tasks or deliverables [4] for a project or business process.
Role strain or "role pressure" may arise when there is a conflict in the demands of roles, when an individual does not agree with the assessment of others concerning his or her performance in his or her role, or from accepting roles that are beyond an individual's capacity. Role making is defined by Graen as leader–member exchange.
Typically, people view their employer's actions, morals, and beliefs to be indicative and representative of the organization's actions, morals, and beliefs. POS tends to be higher when the supervisor or higher employer is thought to care about the employee's experience at work and does what he or she can to show appreciation for the work done.