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.     

Replication and Extension of Models of Supervisory Job Performance Ratings

This study tested causal models of job knowledge, job proficiency, and supervisor ratings in a sample (N = 838) of U.S. Air Force enlisted personnel. Results indicated that (a) effects of ability and experience were linear, not interactive; (b) different conceptualizations of "experience" play somewhat different causal roles in the determination of job knowledge, job proficiency, and supervisory ratings; (c) general support for the mediational roles of job knowledge and job proficiency; and (d) supervisory ratings reflect both technical (task-based) and motivational (contextual) aspects of performance.     

任职者任务绩效水平对其工作分析结果的影响

在控制了个体人口统计学变量和排除组织水平变量的影响下,探讨了电厂设计和编辑两个职位任职者的任务绩效水平对于他们Occupational Information Network (以下缩写为O*NET)工作分析问卷评价结果的影响。层次回归结果发现,控制了相关因素后,发电厂设计人员的任务绩效水平能显著影响其对技术性技能的水平评价,编辑的任务绩效水平能显著影响信息处理的重要性评价和水平评价,在一定程度上证实了“工作分析结果差异来源于真实差异”的理论     

Relationships Between Attitudes Toward Organizations and Performance Appraisal Systems and Rating Behavior

Data collected in seven separate samples in three countries (the USA, Canada and Israel) were used to examine the relationships between perceptions of one’s organization (climate, commitment), beliefs about appraisal systems (self‐efficacy, uses of appraisal) and raters’ orientations to appraisal systems (confidence and comfort) and specific rating behaviors. We obtained good fits for structural models suggesting that attitudes and beliefs accounted for substantial variance in raters’ likelihood of giving high or low ratings, willingness to discriminate good from poor performers, and willingness to discriminate among various aspects of job performance when completing actual performance ratings. Proximal attitudes and beliefs (i.e., those directly related to the performance appraisal system) appear to have stronger links to rating behavior than do more distal attitudes (i.e., attitudes toward the organization in general).     

工作绩效的结构及其与评定者的关系

该研究旨在建立党政领导干部评定同事工作绩效量表,并探讨评定者与被评定者关系对绩效评定的影响。532名干部对同事工作绩效的评定,经因素分析得到了由46个项目、七个因素、三个维度构成的评定同事工作绩效量表。378名干部对即将得到提升的某个下属工作绩效的评定得到了与评定同事时相似的绩效结构。研究中还发现对即将提升的下属的工作绩效评定中,“德”的比例显著高于对一般下属的评定。文中还讨论了评定者与被评定者之间的关系对工作绩效评定的影响机制,以及绩效评定实践中应注意的问题。     

本土化人格特质与工作绩效的关系：线性与非线性

采用跨文化（中国人）个性测量表（Cross-Cultural [Chinese] Personality Assessment Inventory, 简称CPAI-2）对182名服务企业员工进行本土化人格特质测查,并同时获得其直接上级主管对他/她工作绩效的评定。目的是探讨本土化人格特质与工作绩效之间的关系模式（线性或非线性）。结果表明：和谐性与工作绩效具有正向的线性关系;面子与工作绩效具有倒U曲线关系;人情与工作绩效具有正U曲线关系;其他本土化人格特质与工作绩效的关系均不显著。     

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.     

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.     

情绪智力与工作绩效的关系

大量研究证实, 情绪智力能够正向预测工作绩效, 二者关系会受到中介与调节变量的影响。现有研究存在一些问题和不足, 原因在于不同理论模型的分歧与对立、测验工具存在问题和研究没有深入到维度水平等。未来研究应该致力于理论模型的整合、新的测验工具的编制、中介与调节变量的考察、深入到维度水平考察情绪智力与工作绩效的关系。     

Job Satisfaction and Effective Performance of School Counselors

This study examines the relationships between job satisfaction and the effectiveness of the performance of first-year school counselors. Co-workers and administrators rated the counselors' effectiveness in 6 job activities, and clients rated the counselors in 3 aspects of the counseling interview. The performance ratings were correlated with the counselors' job satisfaction in 8 areas. Several job satisfaction dimensions were related to effective performance of selected activities by the co-workers, administrators, and clients. Satisfaction with their future and security in the job, relations with associates, involvement in the job, and training for the job were the dimensions most frequently related to job satisfaction. The nature of the relationships among the criteria of effective performance indicated that 3 groups had different perceptions of the counselor.     

The Relation of Job Knowledge,Job Performance,and Supervisory Ratings as a Function of Ratee Race

Racial bias in performance ratings may be inferred when ratings hold differ- ent meanings for different racial subgroups. Operationally, this would be indi- cated by differences (by ratee race) in the correlation between performance ratings and objective indices of performance. In this study, the effects of rate race on the relations between supervisory ratings and more objective criteria of job knowledge and work performance were examined by aggregating corre- lations across 25 studies. The results indicated that supervisory ratings were more highly related to work-performance measures-and to a lesser extent to job-knowledge measures-for Black than for White ratees. Tivo theories were proposed that could account for such differences.     

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.     

Employee Behavioral Activation and Behavioral Inhibition Systems,Manager Ratings of Employee Job Performance,and Employee Withdrawal

Employee behavioral activation system (BAS) and behavioral inhibition system (BIS) sensitivities have potential to add value to understanding employee personality, job performance ratings, and withdrawal. After controlling for three Big Five personality trait dimensions (Conscientiousness, Neuroticism, and Extraversion), structural equations modeling results from 102 employees and their managers indicated that employee BAS sensitivity was negatively related to manager ratings of employee job performance and that employee self-defeating behavior partially accounted for the hypothesized negative relations. BAS sensitivity was also indirectly and positively related to employee turnover intentions by failure to delay gratification. BIS sensitivity was positively related to employee self-defeating behavior but was not related to manager ratings of job performance or withdrawal. Theoretical and practical implications of the findings and future research are discussed.     

Test–Retest Reliability of Ratings of Job Performance Dimensions in Managers

This article examines the test–retest reliability of supervisory ratings for several dimensions of job performance and for overall job performance. We found that the test–retest reliability of overall job performance is .79 (SD = .08), a value very close to the one found by Viswesvaran, Ones and Schmidt (1996), and that the average test–retest reliability for specific dimensions of job performance is .57 (SD = .07). We also found that some dimensions of job performance appear to be easier to rate than others. We suggest some implications of these findings for research and practice of personnel selection.     

Moderation Effects of Job Characteristics on the Relationship Between Neuroticism and Job Performance

The present study evaluates a model suggesting that the job performance of highly neurotic individuals is influenced by job characteristics. By building on research that emphasizes bright sides of neuroticism, the author challenges neurotics' disadvantage in job performance. In a longitudinal field study at two time periods using a sample (T1: n = 802; T2: n = 760) of employees in 13 job profiles from 22 private banks, the present study found the support for moderation effects of various job characteristics on the relationship between neuroticism and job performance. These findings highlight a previously unidentified mechanism to explain the complex relationship between neuroticism and job performance. Implications of the study to theory and practice are discussed.     

Reliability (Generalizability) of Job Performance Measurements: Navy Machinist Mates

The Armed Services have undertaken a Joint Services Project to develop prototype methods for measuring job performance and, if feasible, to link enlistment standards to on-the-job performance. As one step toward meeting the first purpose of the project, our study assessed the reliability of scores on four measures of job performance of machinist mates in the Navy: a hands-on performance test, a paper-and-pencil job knowledge test, job task perform- ance ratings, and global ratings. Generalizability theory was used to estimate the reliability of the measures and to improve the design of each. The generalizability analyses investigated the consistency of performance scores over observers, tasks (equipment operation, casualty control, preventative maintenance), and types of raters (supervisor, peer, and self). Recommenda- tions about the optimal designs of studies for decision making (e.g., pre- dicting hands-on performance scores from the other measures of job perform- ance) were based on the findings.     

Self‐Monitoring and Job Performance: The moderating role of tenure

Previous research on the relationship between self‐monitoring and job performance has neglected the role of tenure even though both theory and preliminary evidences suggest that job incumbents' tenure should be a strong moderator. The current study investigates the role of organizational tenure on the relationship between self‐monitoring and job performance (number of new contracts sold) in a sample of sales insurance agents. Consistent with expectations, tenure moderates the relationship between self‐monitoring and job performance, i.e., self‐monitoring is positively correlated with job performance for job incumbents with less tenure but not for those with more tenure. We propose that the relationship between self‐monitoring and job performance depends on the job incumbents' ability and opportunity to control the cues available to those who interact with and/or appraise the performance of the job incumbent.     

Supervisor Appraisal as the Link Between Family–Work Balance and Contextual Performance

We examined the relationship between subordinates’ family to work balance (conflict and enrichment) and two dimensions of contextual performance (interpersonal facilitation and job dedication) reported by supervisors. Beyond the direct effects, we hypothesized that supervisor’s appraisals of employee conflict and enrichment would influence the supervisor’s contextual performance ratings. Data collected from a matched sample of 156 private sector employees and their supervisors indicated that the supervisor’s performance ratings were impacted by the supervisor’s appraisal of enrichment. However, the supervisor’s appraisal of conflict only mattered for interpersonal facilitation. There was a direct effect of subordinate’s conflict on both dimensions of contextual performance.     

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.     

Effects of Nonlinearity and Heteroscedasticity on the Validity of Conscientiousness in Predicting Overall Job Performance

Most research on the relationship between personality and overall job performance assumes linearity and homoscedasticity. This study investigated the prevalence and nature of nonlinearities and heteroscedasticies in relationships between conscientiousness and supervisory ratings of overall job performance across five independent samples using both concurrent (k = 4) and predictive (k = 1) designs. Hierarchical polynomial regression analyses found evidence of robust linear effects but no evidence of statistically significant quadratic or cubic effects. A statistically and practically significant heteroscedastic effect was found in only one sample such that lower errors of prediction were evidenced in the ends in comparison to the middle of the bivariate distribution. Implications for the use of conscientiousness in personnel selection are suggested. Limitations of the current study and directions for future research are noted.