Relationships between climate, process, and performance in continuous quality improvement groups

This study examined relationships between group climate (participants’ learning orientation, feelings of psychological safety, and self-disclosure), process (feedback and conflict), and performance in continuous quality improvement groups. Forty-nine participants in eight hospital groups were surveyed as the groups neared completion. Groups were classified as high or low performing based on interviews with group leaders and facilitators. Ratings of self-disclosure and feelings of psychological safety were related to lower relationship and task conflict and more giving and seeking feedback. Learning orientation was positively related to feedback. Climate and feedback were positively related to creativity of outcomes, while learning orientation and having an active facilitator were related to performance ratings. High performing teams were higher in ratings of learning orientation, facilitation, creativity of outcomes, and overall performance. The results demonstrate the importance of facilitation of learning and interpersonal relationships within structured groups.     

Unravelling Criteria for Assessing the Performance of Salespeople: A Causal Analysis

Abstract

In the past, academic research on sales force performance has used either objective performance data or subjective managerial ratings to measure sales performance. Consistent with corporate practices, objective and subjective performance measures were used in this research project. The relationships among three components of performance: specific task behaviors, specific goal achievement and overall performance were examined. A casual analysis suggests that managerial evaluations of overall sales performance are influenced by their perceptions of specific selling behaviors and the degree to which sales people attain specified performance goals.     

The Role of Character Strengths for Task Performance,Job Dedication,Interpersonal Facilitation,and Organizational Support

It was hypothesized that character strengths relate to job performance. Both constructs were investigated with respect to their currently known dimensions (i.e., 24 character strengths; job performance: task performance, job dedication, interpersonal facilitation, organizational support) to get a comprehensive overview of their co-occurrence. Two samples, 318 and 108 employees, respectively, filled in measures assessing character strengths as traits and their usefulness at work, and the job performance dimensions. For Sample 2, also supervisors judged the employees’ job performance. Based on this set of two samples we show replicable associations between character strengths and job performance (self-reports and supervisory ratings). Furthermore, the number of individual strengths beneficial at work was related to job performance. These promising findings open a new field for research on human performance.     

管理胜任特征与工作绩效关系研究

本研究以情景评价为基础,对管理胜任特征与工作绩效间的关系进行了探讨。结果表明：管理胜任特征在职位层次和性别上存在显著差异;管理胜任特征指标对工作绩效维度的预测效应不同,关系胜任特征是人际促进和工作奉献的有效预测指标,问题解决特征主要对任务绩效和人际促进有预测力．而诚信责任特征则更多的影响管理者的工作奉献。研究为理解管理胜任特征与绩效间的关系提供了实证支持。     

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.     

The Effect of Giving Informal Performance Feedback on Subsequent Formal Memory-Based Performance Evaluations1

Two experiments tested the hypothesis that raters' formal memory-based performance evaluations can be significantly influenced by their having previously given the ratee informal performance feedback. In Experiment 1 subjects either did or did not give informal feedback to another person who performed either well or poorly on an interviewing task. In Experiment 2 subjects role played giving informal feedback about behavior relevant to only one of the two performance dimensions subsequently evaluated. In both experiments subjects later ratcd the interpersonal and task performance of the feedback recipient. The results of both studies support the hypothesis for ratings of interpersonal performance. Giving informal feedback to a ratee exhibiting good interpersonal performance led to more positive interpersonal performance ratings, whereas giving informal feedback to a ratee exhibiting poor interpersonal performance led to more negative interpersonal performance ratings. Task performance ratings, on the other hand, were not affected. Conditions likely to have mitigated the impact of giving informal feedback on the task performance ratings are discussed, as are the implications of the results for practical strategies to improve the quality of formal memory-based performance evaluations.     

INTERPERSONAL AFFECT AND PERFORMANCE APPRAISAL: A FIELD STUDY

Interpersonal affect has been found, in prior laboratory research, to be related to ratings of job performance. Such findings have been taken to mean that affect creates bias in ratings. The present study was conducted to determine if this relationship would hold up in a field setting. The present study was also designed to examine how structured diary-keeping, and the nature of the appraisal instrument, might be related to affect-appraisal relationships. The results for 85 raters, and 404 ratees, suggested that affect was significantly related to all ratings, but more strongly related to trait-like ratings than task/outcome-like ratings, and that having raters keep performance diaries actually increased the strength of the relationship between affect and ratings. We concluded that affect may not be a biasing influence on ratings, but may be a result of better subordinate performance. Results from an analysis of the diary content supported this conclusion. Implications for the role of affect on ratings and the nature of the relationship between past performance and interpersonal affect in field settings are discussed.     

Relationships Among Affect in Play,Interpersonal Themes in Fantasy,and Children's Interpersonal Behavior

Relationships among children's affective expression in fantasy play, interpersonal themes in projective stories, and concurrent interpersonal behaviors were investigated in 49 children. Participants completed a play task, a projective storytelling task, and a brief IQ measure. Peer and teacher ratings provided measures of interpersonal functioning. Results found that access to and comfort with affect is related to the ability to think in interpersonal ways. Neither affective expression in play nor interpersonal themes in projective stories were related to actual interpersonal behavior.     

Relationships among affect in play, interpersonal themes in fantasy, and children's interpersonal behavior

Relationships among children's affective expression in fantasy play, interpersonal themes in projective stories, and concurrent interpersonal behaviors were investigated in 49 children. Participants completed a play task, a projective storytelling task, and a brief IQ measure. Peer and teacher ratings provided measures of interpersonal functioning. Results found that access to and comfort with affect is related to the ability to think in interpersonal ways. Neither affective expression in play nor interpersonal themes in projective stories were related to actual interpersonal behavior.     

An Examination of the Cognitive Mechanisms by Which Assigned Goals Affect Task Performance and Reactions to Performance1

In this study, cognitive mechanisms by which assigned goals affect task performance and reactions to performance were examined. Subjects working on a creativity task were assigned one of three performance goals varying in difficulty. Ratings of subjective probability of goal attainment, expected performance, expected satisfaction with goal attainment, and desired performance were obtained prior to each of five blocks of trials. Ratings of satisfaction with performance were obtained after each trial block and ratings of ability were obtained after all trials were completed. As predicted, with increased goal difficulty, subjective probability of goal attainment decreased, but expected performance, expected satisfaction with goal attainment, and desired performance increased. Contrary to prediction, the effect of goal difficulty on task performance was not significant. LISREL analyses revealed that goal difficulty exerted both positive (through expected and desired performance) and negative (through subjective probability of goal attainment) effects on performance. Goal difficulty had a negative effect on satisfaction with performance and ratings of perceived ability. The importance of identifying the cognitive mechanisms by which assigned goals affect performance and the need to consider consequences of assigned goals other than task performance are discussed.     

Exploring the Capacity of NEO PI‐R Facets to Predict Job Performance in Two French‐Canadian Samples

The capacity of personality facets to predict contextual performance (i.e., interpersonal facilitation and job dedication), task performance, and global performance was explored by means of two predictive validity field studies. In a preliminary way, Study 1 demonstrated that four personality facets – Self‐Consciousness, Excitement Seeking, Trust, and Competence – were related to at least one job performance dimension in a well‐structured occupation sample. Study 2 revealed that eight personality facets were linked to specific job performance dimensions in a professional occupation sample. Results indicate that a combination of facets is useful for predicting job performance.     

SELF-MONITORING AS A MODERATOR OF THE RELATIONSHIPS BETWEEN PERSONALITY TRAITS AND PERFORMANCE

This study examined the hypothesis that self-monitoring moderates the relationship between Big Five personality traits and interpersonal performance. The findings from a sample of 102 employed Executive MBA students reveal that when self-monitoring was high the relationships between 3 of the Big Five personality traits (Extraversion, Emotional Stability, and Openness to Experience) and supervisory ratings of interpersonal performance were attenuated. These effects were replicated using peer ratings of interpersonal performance for Extraversion and Emotional Stability but not for Openness to Experience. Further, as expected, self-monitoring did not moderate the relationships between personality traits and supervisory or peer ratings of task performance. Implications for future research in the area of personality and other motivational theories are discussed.     

An Empirical Review of the Employment Interview Construct Literature

The purpose of this paper is to summarize available empirical research on the association between employment interview ratings and various construct measures using a theoretical model developed as part of the study. The model posits 3 main sources of construct‐related variance in interview ratings: job‐related interview content (e.g., job knowledge), interviewee performance (e.g., impression management tactics), and personal/demographic characteristics (e.g., candidate attractiveness). Results suggest some potentially important findings, including that the mean correlation with interview ratings is twice as large for constructs related to interviewee performance as it is for constructs pertaining to job‐related interview content. Directions for future construct research are also identified. For instance, despite being central to the interpersonal make‐up of the candidates, research regarding the influence of interests, goals, and values on interview ratings is almost nonexistent.     

What makes a task difficult?

Summary This study explores the relationship between different task requirements and children's task performance and ratings of task difficulty. Four hundred and sixty five children (9 to 13 years old) read texts and answered questions, involving well-defined or ill-defined goals and requiring different thought operations. It was found that rated difficulty and performance were highly related for questions involving a well-defined goal. A simple modus ponens inference was easiest, checking most difficult, and recall of the text ranked in the middle. A question, involving an ill-defined goal was rated to be most difficult, whereas performance was quite high. The results confirm the assumptions that judgment of difficulty relies on two sources of information: 1) perception of goal, and 2) perception of processing effort.     

Influencing prior knowledge through a short reading impacts curiosity and learning

Curiosity predicts memory performance and it is influenced by prior knowledge. Reading a well-organized text can increase curiosity in a classroom setting, however it is not clear if reading a short text written in an encyclopedic style can increase curiosity and learning without explicit educational goals. We presented participants with a short text and examined if questions related to this reading could elicit higher curiosity ratings and better recall in a thematized version of the trivia task. In the first experiment, participants subjectively judged their prior knowledge of trivia questions. The curiosity of the participants was not influenced by the reading, but the memory effect of curiosity was amplified for the questions related to it. In the second experiment, we objectively verified whether the participants knew the answers. The curiosity ratings were higher for the questions related to the reading, but only the curiosity ratings influenced recall performance. These results show that prior knowledge induced by reading can have an effect on curiosity and learning, but it depends on how this knowledge is assessed by the learner.     

Exchange fairness and employee performance: An examination of the relationship between organizational politics and procedural justice

Data obtained from a manufacturing firm and a newspaper firm in India were used to examine the relationship between organizational politics and procedural justice in three separate studies. Study 1 constructively replicated research on the distinctiveness of the two constructs. Confirmatory factor analyses in which data from the manufacturing firm served as the development sample and data from the newspaper firm served as the validation sample demonstrated the distinctiveness of organizational politics and procedural justice. Study 2 examined the antecedents of the two constructs using data from the manufacturing firm. Structural equation modeling (SEM) results revealed formalization and participation in decision making to be positively related to procedural justice but negatively related to organizational politics. Further, authority hierarchy and spatial distance were positively related to organizational politics but unrelated to procedural justice. Study 3 examined the consequences of the two constructs in terms of task and contextual performance using data from the newspaper firm. Results of SEM analysis revealed procedural justice but not organizational politics to be related to task performance and the contextual performance dimensions of interpersonal facilitation and job dedication.     

Narcissism in Organizations: A Multisource Appraisal Reflects Different Perspectives

The majority of employees state that their manager is the worst aspect of their job. Over the past decade, a considerable amount of research has been devoted to identifying factors that contribute to immoral and ineffective leader behavior. Researchers have continually linked personality, and in particular narcissism, to the proclivity of leaders to behave ineffectively and unethically. This study represents an initial attempt to examine the relationship between narcissism and leadership in an organizational setting to determine the extent to which narcissism is related to managerial effectiveness and integrity. Results indicated that narcissism was negatively related to supervisor ratings of interpersonal performance and integrity. In contrast, narcissism was unrelated to subordinate ratings of interpersonal performance and integrity. Furthermore, narcissism was unrelated to supervisor and subordinate ratings of conceptual performance. The unique relationship between narcissistic leaders and their followers is offered as an explanation for these findings.     

Personality and job performance: test of the mediating effects of motivation among sales representatives

Research shows consistent relations between personality and job performance. In this study the authors develop and test a model of job performance that examines the mediating effects of cognitive-motivational work orientations on the relationships between personality traits and performance in a sales job (N = 164). Covariance structural analyses revealed proximal motivational variables to be influential mechanisms through which distal personality traits affect job performance. Specifically, striving for status and accomplishment mediate the effects of Extraversion and Conscientiousness on ratings of sales performance. Although Agreeableness was related to striving for communion, neither Agreeableness nor communion striving was related to success in this sales job. The importance of the proposed motivational orientations model is discussed.     

Coordination success and interpersonal perceptions: matching versus mismatching

Coordination is an essential part of social functioning. The authors distinguish 2 types of coordination: matching and mismatching. In matching, coordination is successful if parties choose the same action. In mismatching, coordination is successful if people choose different actions. In 3 studies, the authors investigated the downstream social consequences of tacit coordination for interpersonal perceptions. In all studies, participants repeatedly choose between 2 bets with equivalent expected values, and payoffs increased either when they choose the same bet or when they choose different bets. In the 1st 2 studies, coordination success increased the perceptions of interpersonal similarity and liking when matching was required but not when mismatching was required. The authors' interpretation is that matching responses and coordination success had countervailing effects in the mismatching task. Also, percentage of matched responses did not affect perceptions when coordination was not required (Experiment 2). In 4 person teams, a frequently matching partner was viewed more favorably (smarter, more similar to self, and more liked) than were other teammates, even when mismatching increased payoffs (Experiment 3).