Do Impression Management Scales in Personality Inventories Predict Managerial Job Performance Ratings?

Theorists have argued that impression management scales should predict job performance in jobs where interpersonal interactions are important. This research examined the correlation between impression management scale scores and overall job performance as well as its component dimensions for managerial jobs (one type of job requiring considerable interpersonal interaction). First, a meta‐analysis was conducted to determine the relationship between impression management scale scores and overall managerial performance. Results indicated that the correlation was .04 (k = 17, N = 20,069) for managers. Two additional studies were conducted to investigate the relationship between impression management and specific facets or dimensions of managerial performance. In one of these two studies, the relationships between impression management scores and supervisory ratings on 24 performance facets were investigated for 826 managers. Criterion‐related validities ranged from ‐.06 to .07. In the second study, correlations of an impression management scale with ratings on 22 dimensions of performance were examined using a sample of 257 executives. The validities ranged from .01 to .11. There appears to be little evidence that impression management scales predict job performance in at least one job category where interpersonal interactions are important (management). Potential relevance of these results for understanding social desirability in personality measurement for personnel selection is discussed.     

高校教师职业心理资本与工作绩效:社会支持的中介效应

用"高校教师职业心理资本量表"、"工作绩效量表"及"社会支持问卷"对来自全国8所高校的718名高校教师进行问卷调查。通过描述性分析、回归及结构方程模型等实证统计方法,深入分析了社会支持、职业心理资本与工作绩效关系模型的理论架构,探究了社会支持在职业心理资本对工作绩效影响的中介模型效应的内在作用机制。研究发现,社会支持、职业心理资本、工作绩效及其各维度之间均存在显著的相关;职业心理资本及其各维度对工作绩效的主效应非常显著;社会支持在职业心理资本及其各维度与工作绩效间的中介效应也均显著。这表明高校教师职业心理资本及各维度对工作绩效不但起着直接的影响作用,而且通过社会支持工作绩效产生了间接的影响。因此,提升高校教师的职业心理资本,建立良好的内、外社会支持系统对提升工作绩效都会形成良好的激励效果,从而实现教师和高校的共同发展。     

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.     

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.     

Why Openness to Experience is not a Good Predictor of Job Performance

Recent meta‐analyses investigating the relationship between personality and job performance have found that openness to experience is the least predictive of the Big Five factors. Unlike other research that has sought to explain the low criterion‐validity with relation to job performance, this study explores the actual construct of openness to experience, suggesting that it consists of two dimensions that relate differentially to job performance thus reducing correlations between overall measures of openness to experience and performance criteria. Exploratory factor analysis of the six sub‐dimensions, or facets, of the NEO PI‐R (a popular measure of the Big Five factors) produced two factors of openness to experience corresponding to different areas to which people are open. A confirmatory factor analysis on a second set of data provided some support for this result. A pattern of differential relationships between the two factors and other variables including personality, biodata and supervisor‐rated performance offered further support for the multidimensionality of openness to experience. The implications of these findings for future research in the selection context are discussed.     

Technology and the structuring of jobs: Employee satisfaction,performance, and influence

This research investigated the relationships between technology, interdependence, job characteristics, and employee satisfaction, performance, and influence. Technology was operationalized at the individual level of analysis to include the dimensions of input uncertainty, conversion uncertainty, and output uncertainty. Pooled, sequential, and reciprocal interdependence was assessed. The results indicated that input and conversion uncertainty and interdependence were strongly related to such job characteristics as autonomy, skill variety, task identity, task significance, and task feedback. While the job characteristics related positively to employee satisfaction, input and conversion uncertainty related negatively to satisfaction, thus creating a mutual suppression effect. Although the uncertainty dimensions did not relate significantly to performance, there is some evidence that this negative relationship was being suppressed by the positive relationship between job characteristics and performance. Both the job characteristics and the technology dimensions related positively to influence. Results were discussed in terms of appropriate matches between technology and job characteristics.     

工作场所社交媒体使用对员工工作绩效的影响：基于人际关系视角

基于社会交换理论和分心冲突理论,本研究探讨了社交媒体使用对员工工作绩效影响的作用机制。通过“领导者-下属”配对的问卷调查法对147名员工进行调查,采用Bootstrap检验对模型中的多重中介效应进行检验。结果发现：（1）社交相关的社交媒体使用与员工工作绩效各维度间显著正相关;（2）社交相关的社交媒体使用对工作绩效不同维度的影响存在显著差异,通过增加人际信任对工作奉献和任务绩效产生影响,通过缓解关系冲突对人际促进和任务绩效产生影响。     

Emotional intelligence and job performance: The role of enactment and focus on others’ emotions

The link between emotional intelligence (EI) and job performance was examined focusing on the interplay between self- and other-focused EI dimensions. Two diary studies were conducted among divorce lawyers and salespersons. We adopted a two-level perspective including individual differences in EI (person-level EI) and within-person fluctuations in the usage of EI (enacted EI). It was hypothesized that a focus on others’ emotions predicts job performance in social jobs. Multilevel analyses showed that others-emotion appraisal contributed more to subjective (Studies 1 and 2) and objective (Study 2) job performance than other EI dimensions. This link was more apparent in person-level EI in Study 1 and in enacted EI in Study 2. Furthermore, EI dimensions interacted with regard to job performance, such that appraising the emotions of one person was more effective than appraising the emotions of two persons (other and self), and appraising others’ emotions was more effective when one’s own emotions were also used or regulated.     

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.     

Canaries in the coalmine: On the measurement and correlates of organizational threat recognition

This research expands the job performance domain by introducing organizational threat recognition as a meaningful criterion construct. Threat recognition is conceptualized as consisting of two separate aspects of behaviour—detecting and expressing workplace or organizational threats. To assess these dimensions, we developed two, six-item measures and had 244 workers respond to these items and to a series of individual difference measures. Psychometric results, including exploratory and confirmatory factor analyses, supported the a priori factor structure of these measures and indicated that these dimensions are distinguishable from each other and from task performance. Furthermore, correlations involving the individual difference variables revealed that several of these variables including positive affectivity, job tenure, and affective commitment were more strongly related to the threat dimensions than to task performance.     

DEVELOPMENT OF MULTIPLE JOB PERFORMANCE MEASURES IN A REPRESENTATIVE SAMPLE OF JOBS

The goal of criterion development in Project A was to construct multiple measures of the major components of job performance such that the total performance domain for a representative sample of the population of entry-level enlisted positions in the U.S. Army was covered. These measures were to be used as criteria against which to validate both experimental and existing predictors of job performance. The initial model specified that performance is multidimensional within two major categories of dimensions designated as organization-wide and job specific. The development strategy involved describing the total domain of job content via extensive task analyses and critical incident analyses, generating the critical performance dimensions that constitute it, constructing measures for each dimension, and evaluating each measure using expert judgment and field test data. The specific measures developed consisted of rating scales, tests of job knowledge, hands-on job samples, and archival records. The major steps in the job analyses, content sampling, instrument construction, and instrument evaluation are described, and the final array of criterion measures is presented.     

工作绩效与工作满意度、组织承诺和目标定向的关系

在全面回顾工作绩效及其影响因素的基础上,通过关键事件方法和问卷调查方法,对来自全国的1066位雇员进行了施测,运用AMOS软件,对工作绩效结构进行验证性因素分析,并对文中提出的假设进行了检验。之后,提出并验证了影响员工工作绩效的态度因素及整合模型。研究结果显示：工作满意度、组织承诺和目标定向对工作绩效的各个子维度的影响是不一致的。工作满意度越高,员工的工作绩效越好;另一方面,组织承诺和目标定向对雇员工作绩效各个子维度的影响不一致。文章最后对全文进行了总结,并对后续研究给出了建议     

The mediating role of work climate perceptions in the relationship between personality and performance

Although past research has demonstrated a link between personality and job performance, potential enabling factors of this relationship have yet to be explored comprehensively. We hypothesized that perceptions of work climate, specifically relationship dimensions—cohesion, supervisor support, and job involvement—might be the mechanism through which the relationship between personality and job performance can be explained. Two hundred and thirty Australian employees completed an online survey measuring personality, relationship dimensions of work climate (job involvement, coworker cohesion, and supervisor support) and job performance. Results revealed that the relationship dimensions of work climate fully mediated the relationship between agreeableness and job performance, and extraversion and job performance, while the relationship between neuroticism and job performance was partially mediated by relationship dimensions of work climate. Supervisor support primarily accounted for this mediated effect for the neuroticism–job performance relationship, whereas for extraversion only job involvement explained significant unique variance. Our findings suggest that the relationship of agreeableness, extraversion, and neuroticism with job performance is indirect, and perceptions of the work environment itself play a role in this relationship. This implies that organizations should consider the work environment, in addition to personality during selection procedures. Future research should examine whether different levels of work environment dimensions, foster greater job performance in employees.     

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.     

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.     

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.     

领导干部的人格特点与工作绩效的关系：QZPS与NEO PI-R的比较

研究旨在探讨基层党政领导干部的人格特点与工作绩效之间的关系。中国人人格量表（QZPS）测量的人格的七个维度及其18个次级因素均与工作绩效的维度存在不同程度的相关,其中处世态度、人际关系和外向性与任务绩效绩效相关最高,处世态度、情绪性和行事风格与个人品质绩效绩效相关最高,而情绪性与他人评定绩效相关最高。人格因素可以解释自我评定绩效31. 7% ~ 49. 9%的变异,可以解释他人评定绩效6. 3% ~ 12. 8%的变异。而采用NEO PI-R测量人格时,所解释的工作绩效的变异只有QZPS的1/3左右。文中还讨论了工作绩效和人格结构的文化意义以及本土化研究的重要性     

The Development of an Integrated Performance Category System for Supervisory Jobs in the U.S. Navy

When a single job is the target, established job analysis approaches provide relatively straightforward methods for identifying performance requirements. However, when multiple jobs are involved, the identification of a single set of relevant performance dimensions can be more daunting. In the application here, there was also a compelling requirement to develop a dimension set that conformed with U.S. Navy fleet personnel perceptions of the performance domain. Accordingly, the behavioral performance constructs that experienced Navy officers believed differentiate effective from ineffective supervisory performance were gathered using a personal construct theory protocol. We then used a methodology suggested by Borman and Brush (1993) to integrate and summarize these personal work constructs, to provide—through a series of qualitative and quantitative strategies—a dimension set targeted toward supervisors in all Navy communities. The resulting dimensions revealed certain themes that might not have emerged if traditional job analysis strategies had been used. The dimension set and the resulting behaviorally anchored rating scales appear widely relevant to Navy supervisor jobs, and the performance appraisal system that employs the scales is nearing implementation. In addition, performance feedback and development tools were developed to complement the performance appraisal system.     

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.     

PERFORMANCE APPRAISAL BEHAVIORS: SUPERVISOR PERCEPTIONS AND SUBORDINATE REACTIONS

This study examined supervisor perceptions and subordinate reactions to formal performance-appraisal reviews. The performance-appraisal behaviors of supervisors and the reactions of their subordinates were studied in a sample of university employees. A factor analysis revealed that there were three dimensions of formal performance appraisals: two developmental dimensions (being supportive; emphasizing performance improvement) and one administrative dimension (discussing pay and advancement). Regression analyses suggested that supervisors supported highly rated individuals and stressed improvement efforts for poor performers. After controlling for the level of previous performance ratings, results indicated that support in the appraisal review was associated with higher levels of employee motivation, while discussing pay and advancement was associated with higher levels of employee satisfaction. Unfortunately, improvement efforts by the supervisors did not influence job performance one year later.