Job performance.

Think about an employee in your organization doing his/her job (or in your family or community group) “who consistently does more than is required in his/her job performance.” This may be the person in your organization that people call on to do a task when the time is short or when the expected outcome is complex.
As you conduct your observation, think about the following questions:
What do you see the employee doing immediately before doing what you would define as exceptional performance?
What cues or events seemed to prompt the employee to put forth this exceptional effort? In other words, what was the likely antecedent of the behavior?
What behavior did the employee demonstrate? What was the task (s)?
What happened immediately after the employee completed the task? In other words what was the consequence of the behavior?
Once you have completed your observation, develop a PIC/NIC analysis chart on each of the “A–B–C “chains” you observed, using Figure 11.1 in your textbook.
Was the consequence positive or negative?
Was it immediate or future–oriented?
Was it certain or uncertain?