A meta-analysis of the effects of electronic performance monitoring on work outcomes

Electronic performance monitoring (EPM), or the use of technological means to observe, record, and analyze information that directly or indirectly relates to employee job performance, is a now-ubiquitous work practice. We conducted a comprehensive meta-analysis of the effects of EPM on workers (K = 94 independent samples, N = 23,461). Results provide no evidence that EPM improves worker performance. Moreover, findings indicate that the presence of EPM is associated with increased worker stress, regardless of the characteristics of monitoring. Findings also demonstrate that organizations that monitor more transparently and less invasively can expect more positive attitudes from workers. Overall, results highlight that even as advances in technology make possible a variety of ways to monitor workers, organizations must continue to consider the psychological component of work.     

Young children's beliefs about self‐disclosure of performance failure and success

Self‐disclosure of performance information involves the balancing of instrumental, learning benefits (e.g., obtaining help) against social costs (e.g., diminished reputation). Little is known about young children's beliefs about performance self‐disclosure. The present research investigates preschool‐ and early school‐age children's expectations of self‐disclosure in different contexts. In two experiments, 3‐ to 7‐year‐old children (total N = 252) heard vignettes about characters who succeeded or failed at solving a puzzle. Both experiments showed that children across all ages reasoned that people are more likely to self‐disclose positive than negative performances, and Experiment 2 showed that children across all ages reasoned that people are more likely to self‐disclose both positive and negative performances in a supportive than an unsupportive peer environment. Additionally, both experiments revealed changes with age – Younger children were less likely to expect people to withhold their performance information (of both failures and successes) than older children. These findings point to the preschool ages as a crucial beginning to children's developing recognition of people's reluctance to share performance information.     

A taxonomic foundation for evidence-based research on employee performance management

This study presents a taxonomic foundation for research on employee performance management practices based on a comprehensive review of the literature (198 articles and book chapters). The taxonomy consists of 50 practices organized within seven topic categories, including an evaluation of the amount of research evidence supporting each practice. This taxonomic foundation facilitates the aggregation, integration, interpretation, and explanation of performance management research based on a role-theoretic perspective derived from the behavioural approach to strategic human resource management. The proposed direct-linkage path model shows how this taxonomic foundation ties performance management practices to behaviours and results. We build on this Practice – Behaviour – Results (PBR) critical path model with moderators and mediators based on cognitive and social factors identified in the extensive previous research. This PBR model provides a foundation for orderly and structured growth for future research that will enhance the connection between research and improved organizational practices in performance management, as well as a guide to best practices in performance management.     

Maintaining proficient supervisor performance with direct support personnel: an analysis of two management approaches

A traditional management approach using indirect feedback was compared to an approach involving direct feedback for maintaining supervisory proficiency in observing and providing feedback to staff. Three supervisors participated in each condition. The first 3 supervisors then received direct feedback. Direct feedback was accompanied by high levels of performance relative to the indirect feedback protocol. The need for maintenance procedures with supervisors is discussed.     

Evaluating the Performance Diagnostic Checklist‐Human Services to assess incorrect error‐correction procedures by preschool paraprofessionals

The Performance Diagnostic Checklist‐Human Services (PDC‐HS) has been used to assess variables contributing to undesirable staff performance. In this study, three preschool teachers completed the PDC‐HS to identify the factors contributing to four paraprofessionals' inaccurate implementation of error‐correction procedures during discrete trial training sessions. The PDC‐HS indicated insufficient training as a contributing factor. We then implemented a nonindicated intervention (posting reminders), followed by an indicated intervention (behavioral skills training). The nonindicated intervention failed to produce desired performance improvements; however, the PDC‐HS indicated intervention resulted in improvements for all paraprofessionals.     

Revisiting the relationship between impression management and job performance

Although theoretical arguments suggest that impression management should be related to job performance, empirical results have been unsupportive of the association. We argue that this relationship, however, may be found for specific jobs (sales) using a specific objective criterion (sales revenue). We tested this hypothesis across two samples. The first sample utilized a concurrent design and found a significant association between impression management and objective job performance. Furthermore, impression management demonstrated incremental validity over conscientiousness. In the second sample, using a different impression management scale and a predictive design we found that impression management was related to sales revenue, and showed incremental validity over cognitive ability. Implications for research and practice are discussed.     

“The ball don't lie”: How inequity aversion can undermine performance

Previous research has found that people are often averse to inequity, even when it works to their own advantage. The present research extends previous demonstrations of inequity aversion by examining how it plays out in a real-world context in which self-interest motivations and competitive pressures are substantial. National Basketball Association games were examined and instances of obviously incorrect foul calls were identified. Players were found to make a substantially lower percentage of the foul shots they were awarded as a result of incorrect calls, indicating that they were troubled by the inequity. This drop-off in performance was only observed when the shooter's team was ahead, highlighting the trade-off between the two conflicting motives of self-interest (the desire to win) and inequity aversion.     

Measuring emotional management abilities: Further evidence of the importance to distinguish between typical and maximum performance

Freudenthaler and Neubauer (2005) have recently developed and validated performance measures of emotional management abilities (EMA), requiring subjects to indicate their typical behaviour in emotional situations (typical-performance instruction, TP) instead of assessing the effectiveness of different behavioural alternatives or indicating the most adequate response (maximum-performance instruction, MP). In the present study (n = 176), we examined the effects of these two instruction forms (TP vs. MP) on the EMA-scores in a between-subject design. In addition, the relations of typical and maximum EMA to cognitive intelligence components and personality traits were tested. Instruction-related comparisons of the EMA-scores yielded not only lower means but also higher standard deviations and higher reliabilities in the TP-condition. As expected, maximum EMA were significantly correlated with cognitive intelligence components but not with personality traits. In contrast, the typical EMA were moderately associated with personality traits but not related to cognitive abilities, providing further evidence of the importance to distinguish between typical and maximum performance.     

A qualitative study of leader behaviors perceived to enable salesperson performance

Abstract

This study builds on and extends previous sales leadership research by exploring sales professionals’ perceptions of effective leadership behaviors. Semistructured interviews with both sales leaders and salespeople working in a global enterprise software company were examined through a qualitative analysis. Results indicated that participants believed sales leadership played an important role in influencing sales performance. When asked to describe specific sales leader behaviors that best enable salesperson performance, sales professionals – both sales leaders and salespeople – overwhelmingly referenced coaching, followed by collaborating, championing, and customer engaging. We define and describe these four key sales leader behaviors and identify four potential mediating variables (trust, confidence, optimism, and resilience), from which emerges a conceptual framework of sales leader behaviors perceived to enable salesperson performance. We examine these four key sales leader behaviors and mediators in the broader context of leadership theory, particularly transformational, servant, authentic, and adaptive leadership theories. The key contribution of this study is the identification of a set of leader behaviors that are likely to be especially effective in modern sales organizations given that they originated from the perceptions of sales professionals themselves.     

Affective and effective: Military job performance as a function of work‐related emotional intelligence

The military is a highly stressful career that requires one to work closely with others. These features of the military render it plausible that skills related to emotional perception and management—or emotional intelligence—would tend to benefit performance within this setting. Hypotheses of this type were examined in a panel study that presented 152 active duty military personnel with a new scenario‐based measure that specifically focused on emotional occurrences within the workplace. As hypothesized, work‐related emotional intelligence (W‐EI) positively predicted task performance, discipline, organizational citizenship, and employees with higher W‐EI levels received a greater number of performance commendations. Additionally, these relationships tended to remain significant in discriminant multiple regressions. Altogether, the results provide important evidence for the benefits of W‐EI within an occupational context that requires a high degree of coordination as well as stress management.     

The nonlinear effects of conscientiousness on overall job performance and performance dimensions in the Chinese context

The relationship between conscientiousness and job performance has been found to be nonlinear in the West, which challenges conceptually and empirically the traditional assumption of the single linear relationship. In this research, we examined the nonlinear effects of conscientiousness on both overall job performance and performance dimensions (i.e., task performance, adaptive performance and contextual performance) in the Chinese context. The results of our two studies supported some evidence for the nonlinear effect of conscientiousness on overall job performance. In addition, it was found that conscientiousness has different (linear or nonlinear) effects on performance dimensions. These findings suggest that the nonlinear effects of conscientiousness on job performance deserve further investigation, and a distinction should be made with regard to job performance in personnel evaluation. Results are discussed in terms of the significance of considering the nonlinear relationship between conscientiousness and performance criteria.     

Solo status, stereotype threat, and performance expectancies: Their effects on women’s performance

Women working in male-dominated environments may find themselves to be the only woman present, and that negative stereotypes about women persist in the environment. This experiment tested women’s performance in solo status (SS: being the only woman present) and under stereotype threat (ST: when women are stereotyped as poor performers). White male and female participants (157) learned information, then tested on it in an opposite-gender (SS) or same-gender group (nonsolo). In addition, the information was described as being traditional math material (ST) or a type of math information impervious to gender stereotypes (no threat). Women performed more poorly in SS than nonsolos, and under ST than no threat. Experiencing both factors was more detrimental to women’s performance than experiencing one or the other. Men’s performance was the same across all conditions. Performance expectancies partially mediated the effect of SS, but not ST, on performance.     

Personality and team performance: a meta‐analysis

Using a meta‐analytical procedure, the relationship between team composition in terms of the Big‐Five personality traits (trait elevation and variability) and team performance were researched. The number of teams upon which analyses were performed ranged from 106 to 527. For the total sample, significant effects were found for elevation in agreeableness (ρ = 0.24) and conscientiousness (ρ = 0.20), and for variability in agreeableness (ρ = ?0.12) and conscientiousness (ρ = ?0.24). Moderation by type of team was tested for professional teams versus student teams. Moderation results for agreeableness and conscientiousness were in line with the total sample results. However, student and professional teams differed in effects for emotional stability and openness to experience. Based on these results, suggestions for future team composition research are presented. Copyright © 2006 John Wiley & Sons, Ltd.     

The impact of feedback frequency on learning and task performance: Challenging the “more is better” assumption

Previous research on feedback frequency suggests that more frequent feedback improves learning and task performance (Salmoni, Schmidt, & Walter, 1984). Drawing from resource allocation theory (Kanfer & Ackerman, 1989), we challenge the “more is better” assumption and propose that frequent feedback can overwhelm an individual’s cognitive resource capacity, thus reducing task effort and producing an inverted-U relationship with learning and performance over time. We then propose that positive and negative affective states will moderate the inverted-U relationship between feedback frequency and task performance. We test these propositions in an experimental study where the frequency of task feedback is manipulated. Results show that feedback frequency exhibits an inverted-U relationship with task performance, and this relationship is mediated by task effort. This curvilinear relationship is then moderated by individual’s positive affective state.     

Young workers’ job self-efficacy and affect: Pathways to health and performance

This longitudinal study of 195 young workers responds to calls for the study of healthy work at discrete life stages. Based on social cognitive and affective events theories and using structural equation modeling, results indicated that both perceived job self-efficacy and job-related affect fully mediate the relationship between interpersonal work conflict at time 1 and the outcomes of job performance and health at time 2. Furthermore, job-related affect mediates the relationship between intrinsic job characteristics at time 1 and job performance and health at time 2. Finally, young workers’ job performance at time 2 was directly predicted by perceptions of intrinsic work quality at time 1. Practical implications of these findings and suggestions for future research are also discussed.     

Construct of job performance: Evidence from Chinese military soldiers

The construct of job performance has been one of the important topics in job performance research. The present study investigated the construct of job performance among Chinese military soldiers using both qualitative and quantitative methods. First, after interviewing 95 officers and soldiers, we categorized and conceptualized eight sets of typical behavioural incidents related to soldiers' job performance, and designed a questionnaire measuring job performance. Then, using a sample of 1402 Chinese soldiers, questionnaire reliability and validity were tested, and then the questionnaire was revised. The construct of job performance was further refined using confirmatory factor analyses and regression analyses using another sample of 1068 soldiers. The results showed that Chinese military soldiers' job performance consisted of two dimensions of task performance and contextual performance. Furthermore, task performance had three subfactors: military training, task accomplishment and work capability, whereas contextual performance encompassed four factors: helping others, love of learning, promoting organizational benefit and self-discipline. Task performance and contextual performance contributed independently to overall job performance.     

Sales manager cost control engagement: antecedents and performance implications

Many organizations face competing agendas by which they are expected to simultaneously grow sales output while controlling associated costs. At the interface of this organizational pressure and the sales force’s implementation of such initiatives is the sales manager. However, questions with significant implications remain regarding how a sales manager’s requisite engagement with cost control affects sales performance. To address this issue, the authors conceptualize and operationalize the notion of sales manager cost control engagement. Results from a survey of 178 business-to-business sales managers show the antecedent and consequence effects of sales manager cost control engagement. A variety of organizational factors are shown to effectively direct the sales manager’s attention to cost control, which in turn has a positive impact on cost-related sales performance. These findings add to an emergent body of research aimed at understanding key skills required of sales managers for driving sales performance as well as provide a novel perspective for sales managers to consider when balancing pressures between cost inputs and sales outputs. Several theoretical and managerial implications are offered, as are future research directions.