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The best and the rest: Job Performance & Assessment (PERFORMANCE…
The best and the rest: Job Performance & Assessment
JOB PERFORMANCE (JP):
involves:
Behavioural aspects (measurable actions in work situation)
Outcomes (result of behaviour)
effects:
For the company (meet goals, provide goods/services)
For the individual (financial & self-satisfaction benefits)
For research (key measurement variable)
types:
Task performance
(TP)
Main components:
(3) Written and oral communication proficiency
(4) Supervision (for leadership or supervisory position)
(2) Non-job-specific task proficiency
(5) Partly management or administration
planning & organizing
guiding, directing, motivating & evaluating
training, coaching & developing
communicating effectively and keeping others informed
(1) Job-specific task
Direct & indirect TP
Contextual performance
(CP)
Stabilizing behaviours
organizational citizenship behaviour
organizational spontaneity
prosocial organisational behaviour
Proactive behaviours
Voice
Taking charge
Personal intiative
Difference between the types:
#
TP refers to ability, CP to personality & motivation
TP reflects in-role behaviour, CP reflects extra-role
TP varies across jobs, CP remains uniform
Dynamics of performance
Learning processes
Performance increases with time until it plateaus
Later phases largely dependent on:
procedural knowledge
psychomotor abilities
automatic processing
Early phases largely dependent on
controlled processing
Murphy
Transition stage
Cognitive ability is more relevant
Maintenance stage
Dispositional factors are more relevant
Temporary changes
Related to the psycho-physiological state of the individual
PERSPECTIVES ON PERFORMANCE
Individual Differences
Core question:
Which individuals perform best?
Performance differences in individuals can be explained by:
abilities
personality
motivation
Campbell's
General Model
Performance components are function of 3 determinants:
(1) Declarative knowledge
(2) Procedural knowledge and skills
(3) Motivation
Empirical Support:
Abilities + motivation predict job skills & knowledge --> which predicts individual performance
Motowidlo
JP is extent to which individual helps company achieve goals
Aspects:
(1) Behavioural
(2) Episodic
(3) Evaluative
(4) Multi-dimensional
Building on Campbell's work
Personality presumably has effect on:
Contextual skill
Contextual knowledge
Contextual habits
Task habits
Results:
Personality had minor effect on TP
Cognitive ability had minor effect on CP
Cognitive ability presumably has effect on:
Task skills
Task habits
Task knowledge
Meta-Analytic support
Strong relationship between cognitive ability & JP
Aids in acquiring job knowledge and skills
Relatively small relationship between personality and JP
Strongest relationships with neuroticism & conscientiousness
Relevance of personality varies across jobs
Motivational traits
Need for achievement related to JP
Self-efficacy showed relation to TP & CP
Small but positive relationship between experience & JP
Situational
Core question:
In which situations do individuals perform best?
2 main approaches:
Situational factors that excel performance
Situational factors that hinder performance
Job Characteristics Model
Job characteristics have effect on psychological state
Psych. state has effect on personal & work outcomes (JP)
Interaction expected with employee growth need strength
Evidence:
Positive but small relationship between characteristics & JP
Sociotechnical Systems Theory
Joint optimization of both subsystems --> improved JP
Concerns group performance more than individual
Role Theory
Role ambiguity and role conflict are stressors
could obstruct performance
Evidence:
Negative relationship between role ambiguity & and self-rated JP
No significant relationship between role conflict & JP
Negative relationship between role ambiguity & JP
Situational Constraints
requires additional regulation
directly impairs JP
Evidence
Stressors can have positive effect on personal intiative
Stressors play less important role compared to performance enhancing factors
Performance Regulation
Core question:
How does the performance look like?
Action Theory Approach
Process point of view
Structural point of view
Other components:
#
Emotional regulation
Vitality regulation
Energetic regulation
Self-image regulation
Interventions:
Goal setting
Feedback interventions
Improving the action processes will improve JP
Behaviour Modification
Primarily concerned with regulative interventions
Positive reinforcement from outside the individual
Evidence:
Behaviour modification intervention positively effect TP
PERFORMANCE RATINGS
Objective Data
Criterion deficiency
Criterion contamination
Personnel Data
Absents and incidents
Judgemental Data
Behaviourally Anchored Rating Scale (BARS)
Behavioural-Observation Scale
Accuracy of the rater
Good influence: trust, clear definitions and no automatic loss
Bad influence: value rewards important, avoiding negative reactions and no rewards for accuracy
Rating errors
Positive Leniency
Negative leniency: harsh rating
Halo and horns: all bad/all good, but could be vlid
Central tendency: no extremes
Training of rater
Frame of reference important
Enhances accuracy
APPRAISER AND APPRAISEE
Appraiser
Access to rewards and resources
Presenting care
Avoiding conflict
Avoiding disapproval of other managers
Positive view of work
Appraisee
Goal orientation
Need for achievement
Accurate when introvert, cognitively complex and need for achievement
Self-awareness, but little research
Locus of control
Internal ability, propensity and external propensity
Appraiser and Appraisee
Better results when frequent appraise
Higher satisfaction when open communication and awareness