Question commanded to work extra time, and even

Question one

Evaluating job performance requires a manager to explore both the intrinsic and extrinsic factors.

Hence, the performance of anemployee when discharging various duties only at a particular point in time may not be adequate in assessing overall worth in terms of performance. Therefore, there is need to evaluate behavioral pattern of an employee over a long and sustained period of time.The following are some of the issues that Bill ought to consider when evaluating the performance of an employee: One of the evaluation criteria in performance evaluation is task proficiency. The latter entails evaluating employeesbased on technical aspects of a given task(Jex & Britt, 2008). For example, Bill could assess performance of an employee based on proficiency in computing skills such as programming. Secondly, the non-job-specific task proficiency is also critical when carrying out job evaluation.

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According to Jex and Britt (2008), this can best be displayed during common tasks. For example, Bill can evaluate responses of employees during certain issues and the alertness of employees to certain problems at workplace.As such, employees who take up tasks even when they are not assigned to do so may make to the list of those who are to be merited. Furthermore, writing skillis indeed very important when considering those to be promoted. In this evaluation, Bill should consider both the written and oral communication skills as a form of task proficiency.

Only the employees who can go extra miles to make their work fruitful should be recommended. Jex and Britt (2008) emphasize that personal discipline is vital when recommending a person. For instance, employees who always avoid negative attitudes and who follow their tasks thoroughly should be recommended first. Additionally, cooperation at workplace is yet another evaluation criterion that can be employed. Other aspects include leadership and supervision capability as well as a strong demonstration that a person can be relied upon to manage or administer important duties given new tasks (Jex & Britt, 2008).

Question two

Jex and Britt (2008) point out that organizational commitment is crucial when it comes to employee performance. This is the motivation and job attachment that an employee develops in the course of working. An employee should always demonstrate a liking and enthusiasm in any job that he or she is assigned by the seniors.

This is also a necessary issue when considering those people in the organization to be promoted to new tasks. This is because, if some of the employees do not exhibit a liking of enthusiasm of the job they are doing, then, they may not add value to new tasks. Where I work, employees show strong commitment and enthusiastic about what they do. This perhaps is derived from the fact that immediate managers treat the employees well. In addition, the employees are given freedom to own task, that is, an employee is allowed to organize his or her work without strict supervision. Good remuneration in the organization seems to please anyone. The testimony in this is the tendency to devote some of extra hours after 5 PM and Saturdays to work for the organization. There is no particular employee who is commanded to work extra time, and even though this is not compensated, the basic pay is good enough to motivate the employees to do so.

There are various elements that help instill enthusiasm at work. Jex and Britt (2008) outlinefour major elements that can help motivate employees to work more and like their jobs. These are positive situational factors, workplace interactions between teams and groups, fair remuneration and a sense of belonging and ownership within an organization. Factors such as good working environment, safety of employees, job security as well as fringe benefits may all go a long way towards improving performance of workers. Needless to say remuneration acts as major motivating factor in any workplace environment.


Jex, M. S.& Britt, W.

T. (2008). Organizational Psychology: A scientist-practitioner approach (2nd ed.).New Jersey: John Wiley & Sons Inc.


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