Job performance represents behaviors employees engage in while at work which contribute to organizational goals. These behaviors are formally evaluated by an organization as part of an employee's responsibilities. In order to understand and ultimately predict job performance, it is important to be precise when defining the term. Job performance is about behaviors that are within the control of the employee and not about results $($effectiveness$),$ the costs involved in achieving results $($productivity$),$ the results that can be achieved in a period of time $($efficiency$),$ or the value an organization places on a given level of performance, effectiveness, productivity or efficiency $($utility$).$

To model job performance, researchers have attempted to define a set of dimensions that are common to all jobs. Using a common set of dimensions provides a consistent basis for assessing performance and enables the comparison of performance across jobs. Performance is commonly broken into two major categories: in$-$role $($technical aspects of a job$)$ and extra$-$role $($non$-$technical abilities such as communication skills and being a good team member$).$ While this distinction in behavior has been challenged it is commonly made by both employees and management. A model of performance by Campbell breaks performance into in$-$role and extra$-$role categories. Campbell labeled job$-$specific task proficiency and non$-$job$-$specific task proficiency as in$-$role dimensions, while written and oral communication, demonstrating effort, maintaining personal discipline, facilitating peer and team performance, supervision and leadership and management and administration are labeled as extra$-$role dimensions. Murphy's model of job performance also broke job performance into in$-$role and extra$-$role categories. However, task$-$orientated behaviors composed the in$-$role category and the extra$-$role category included interpersonally$-$oriented behaviors, down$-$time behaviors and destructive and hazardous behaviors.

To assess job performance, reliable and valid measures must be established. While there are many sources of error with performance ratings, error can be reduced through rater training and through the use of behaviorally$-$anchored rating scales. Such scales can be used to clearly define the behaviors that constitute poor, average, and superior performance. Additional factors that complicate the measurement of job performance include the instability of job performance over time due to forces such as changing performance criteria, the structure of the job itself and the restriction of variation in individual performance by organizational forces. These factors include errors in job measurement techniques, acceptance and the justification of poor performance and lack of importance of individual performance.

Refer to the passage above to answer questions $5457.$

$54.$ Which of the following statements contains accurate information?

a$.$ Job performance focuses on effectiveness, productivity, efficiency and utility.

b$.$ To better encompass all components involved with job performance, it is imperative that job performance is loosely defined.

c$.$ Job performance is focused on behaviors controlled by the employer.

d$.$ Utility refers to the value a business places on a given level of efficiency, productivity, effectiveness or performance.