Effects of Organizational Perspective on Implicit Trait Policies About Correctional Officers' Job Performance

This study tests the general idea that people in different organizational positions can have different perspectives on what performance means in a particular job and that these different perspectives are reflected in their implicit trait policies (ITPs) about performance in that job. We test the hypothesis that prison inmates harbor ITPs about the importance of agreeableness and conscientiousness in correctional officers' performance that are different from the ITPs harbored by officers and supervisors. Our results show that critical incidents of officers' performance that are generated by inmates emphasize agreeableness more and conscientiousness less than critical incidents generated by officers and supervisors. Our results also show that inmates' ratings of the effectiveness of officers' behavior described in critical incidents are more strongly associated with the agreeableness of the behavior and less strongly associated with the conscientiousness of the behavior than are officers' and supervisors' ratings.     

Big Five Personality Dimensions and Job Performance in Army and Civil Occupations: A European Perspective

This article reports three meta-analyses on the relation between the Big Five personality dimensions and job performance using exclusively European samples. Also, the incremental validity of Conscientiousness and Emotional Stability over General Mental Ability is reported. The results show that Conscientiousness (p = .23) and Emotional Stability (p = .23) generalized validity across criteria and civil and military occupations. The results also showed that Conscientiousness and Emotional Stability had incremental validity and added to total validity a percentage around 10% to 11 %. Implications for the international generalizability of validity and the practice of personnel selection are commented on.     

Perspectives on Models of Job Performance

Contemporary models of job performance are reviewed. Links between task performance, contextual performance, organizational citizenship behaviors, counterproductivity and organizational deviance are pointed out. Measurement issues in constructing generic models applicable across jobs are discussed. Implications for human resource management in general, and performance appraisal for selection and assessment in particular, are explored. It is pointed out that the different dimensions or facets of individual job performance hypothesized in the literature are positively correlated. This positive manifold suggests the presence of a general factor which represents a common variance shared across all the dimensions or facets. Although no consensus exists in the extant literature on the meaning and source of this shared variance (i.e., the general factor), rater idiosyncratic halo alone does not explain this general factor. Future research should explain the common individual differences determinants of performance dimensions.     

Explaining the Weak Relationship Between Job Performance and Ratings of Job Performance

Ratings of job performance are widely viewed as poor measures of job performance. Three models of the performance–performance rating relationship offer very different explanations and solutions for this seemingly weak relationship. One-factor models suggest that measurement error is the main difference between performance and performance ratings and they offer a simple solution—that is, the correction for attenuation. Multifactor models suggest that the effects of job performance on performance ratings are often masked by a range of systematic nonperformance factors that also influence these ratings. These models suggest isolating and dampening the effects of these nonperformance factors. Mediated models suggest that intentional distortions are a key reason that ratings often fail to reflect ratee performance. These models suggest that raters must be given both the tools and the incentive to perform well as measurement instruments and that systematic efforts to remove the negative consequences of giving honest performance ratings are needed if we hope to use performance ratings as serious measures of job performance.     

管理者责任心和工作绩效关系的研究

本研究旨在探讨管理者责任心和工作绩效间的关系。通过对236名管理者施测自编的管理者责任心问卷和修订的工作绩效问卷,结果发现：(1)服务取向和可依赖性对人际促进的预测效果较好;(2)服务取向、个人品德和有计划性对任务绩效的预测效果较好;（3）个人品德、有计划性和成就取向对工作奉献的预测效果较好;(4)管理者责任心对关系绩效的预测高于对任务绩效的预测。     

Job Development from a Counselor's Perspective: A Training Workshop

An inservice training workshop for employment counselors on the skill of job development is reviewed. Evaluations proved there is a need for additional inservice training on job development skills, including follow-up, marketing, using outside resources, matching employer needs with client capabilities, speaking before groups, effective verbal communication with employers, and overcoming objections.     

Salesperson Job Involvement: A Modern Perspective a New Scale

Job involvement is a person's psychological identification or commitment to his/her job. Job involvement is an important construct in salesforce performance research because (1) it is a relevant consequence of a salesperson's work environment and internal feelings, (2) it is a relevant antecedent of a number of important sales job outcomes, and (3) it impacts the socialization process for salespeople. Because sales jobs have changed markedly over the past decade, a salesperson's job involvement now tends to be more focused on relationships with clients and less on aspects within an organizational boundary. The most widely used measure of job involvement (Lodahl and Kejner 1965) is not occupation-specific to sales. This article outlines the development of a new scale for relationship-based salesperson job involvement utilizing rigorous assessments of reliability, validity, and dimensionality within a broad sample of practicing salespeople.     

Relationship of Job Performance to Job Perceptions of Salespersons

Abstract

Comparative perceptions of salespersons and sales managers with respect to dimensions of the formers' job were examined. It was shown that the two groups have similar perceptions regarding several dimensions, but that these perceptions relate only somewhat to subordinates' job performance and not at all to supervisors' performance.     

Situational Judgment and Job Performance

Data from 160 civil service employees demonstrate the validity of a situational judgment test in predicting overall job performance as well as three performance dimensions: task performance (core technical proficiency), motivational contextual performance (job dedication), and interpersonal contextual performance (interpersonal facilitation). Situational judgment also provided incremental validity over the prediction provided jointly by cognitive ability, the Big Five personality traits, and job experience. These findings extended the work of Clevenger, Pereira, Wiechmann, Schmitt, and Harvey (2001) on the incremental validity of situational judgment tests as well as the meta-analytic results reported by McDaniel, Morgeson, Finnegan, Campion, and Braverman (2001). Implications are discussed in terms of research on the prediction and understanding of job performance.     

Relationship Between Job Satisfaction and Job Performance: Job Ambivalence as a Moderator

Based on research regarding the role of attitudinal ambivalence in the validity of attitudes in predicting behavior, we propose job ambivalence as a promising concept for job satisfaction research. In particular, we argue that job ambivalence (i.e., coexistence of positive and negative evaluations of one's job) may moderate the relationship between job satisfaction and job performance. Results of a study conducted with managers of an IT company show, as predicted, that job satisfaction is a better predictor of job performance (i.e., higher satisfaction related to higher performance) when individuals experience low job ambivalence, as compared to when individuals experience high job ambivalence. Implications for future research are discussed.     

Integrity Testing and Job Performance Within High Performance Work Teams: A Short Note

Integrity tests have exhibited robust validity for predicting performance among traditional jobs. However, some organizations have shifted to self-managed work teams and the relationship between integrity and performance within these jobs is untested. One hundred fourteen high performance team members within a single department completed the Hogan Personality Inventory (HPI). The HPI Reliability scale was used as the integrity measure. The subjects' job performance was evaluated by their team leaders. Performance ratings were transformed to equalize ratings across the eight teams. Results indicate that integrity was related to transformed performance ratings (r = .25) within a high performance team environment. Limitations and implications are discussed.     

The Effect of Contextual Factors on Individuals' Job Performance

The intent of this study is to apply a cross-level design to examine the influence of contextual factors upon individuals' performance. The results support the hypothesis that peer group characteristics predict individual performance beyond individual characteristics. The implications for using a cross-level approach to study the effects of contextual variables on individual-level phenomena are discussed.     

A Dynamic Model of the Longitudinal Relationship between Job Satisfaction and Supervisor‐Rated Job Performance

Job satisfaction and job performance represent two of the most important and popular constructs investigated in organisational psychology. Issues relating to the nature and significance of their relationship has fascinated organisational researchers since the beginning of this discipline. In the present study, we aimed to clarify the direction of plausible influences between these two constructs by using a dynamic latent difference score model (McArdle, 2009 ) and a large sample of employees who were followed for five years (N = 1,004). The findings provided support for a reciprocal model of relationships. Satisfied workers generally demonstrated higher job performance over time than did unsatisfied workers. Job performance, however, is a significant contributor of an individual's satisfaction with their work. The contribution of this study to the literature lies in its use of Latent Difference Score models to more accurately capture the longitudinal dynamics of the relationships between job performance and job satisfaction.     

A General Structure of Job Performance: Evidence from Two Studies

Purpose  

The purpose of this study is to test alternative models of job performance based on competing categorization criteria.