Typical Performance,Maximal Performance,and Performance Variability: Expanding Our Understanding of How Organizations Value Performance

Existing research has distinguished between typical and maximal performance. Performance variability is another potentially important aspect of performance that has been infrequently studied. Using longitudinal data from the National Basketball Association (N = 269), we address this gap by examining how these three conceptualizations of performance are related to how organizations compensate their employees. Results indicate that each of these performance aspects is bivariately related to compensation levels, accounting for between 32% and 58% of the variance in compensation. In addition, typical performance and performance variability incrementally predicts compensation levels, although maximal performance does not. Implications for research and practice are discussed.     

Between-Worker Variability in Output Under Piece-Rate Versus Hourly Pay Systems

This study re-examined the earlier conclusion by F. Schmidt and J. Hunter (1983) that incentive pay reduces between-worker differences in output, based on their finding that the standard deviation of employee output as a percentage of mean output (SDp) is smaller under piece-rate compensation than under hourly pay. Results of the present study indicate that while the average observed SDp is larger under hourly conditions, this difference disappears after correcting for unreliability in the output measures. It appears that the difference in mean observed SDp values is due to the fact that there is more measurement error in measures of output for employees working under nonincentive-based compensation conditions. This finding suggests that incentive pay may reduce random response variability in employee output but does not reduce differences between employees in work effort and motivation. This finding also suggests that type of compensation system does not affect the percentage output increases produced through improved selection. These findings have implications for theories of job performance.     

Affect and Performance in Organizational Settings

The recent literature on affect and performance in organizations is reviewed. The evidence suggests that affect is a stronger predictor of job performance than is job satisfaction. Job performance can be predicted from both dispositional (i.e., long-term) and state (i.e., short-term) affect. Pleasant affect is associated with new dimensions of performance such as extra-role proficiency. The evidence suggests that pleasant affect leads to strong performance, and also that strong performance leads to pleasant affect. Recent literature concerning psychological mechanisms linking affect and performance suggests that pleasant affect and unpleasant affect might be associated with strong performance on different dimensions. Suggestions for future research on the affective correlates of job performance are presented.     

Comparison of Nomothetic Versus Idiographic-Oriented Methods for Making Predictions About Distal Outcomes From Time Series Data

We illustrate the idiographic/nomothetic debate by comparing 3 approaches to using daily self-report data on affect for predicting relationship quality and breakup. The 3 approaches included (a) the first day in the series of daily data; (b) the mean and variability of the daily series; and (c) parameters from dynamic factor analysis, a statistical model that uses all measurement occasions to estimate the structure and dynamics of the data. Our results indicated that data from the first measurement occasion does not provide information about the couples' relationship quality or breakup 1 to 2 years later. The mean and variability of the time series, however, were more informative: females' average positive and negative affect across time was related to relationship quality, whereas males' variability in negative affect across time was predictive of breakup. The dynamic factor analysis, in turn, allowed us to extract information central to the dyadic dynamics. This information proved useful to predict relationship quality but not breakup. The importance of examining intraindividual variability and couple dynamics is highlighted.     

The impact of differing audience sizes on referees and team performance from a North American perspective

The COVID-19 pandemic provides a natural experimental framework to comprehensively test the effect of crowds on both referees and players. We examine this from a North American perspective, using data from three major leagues: the National Basketball Association (NBA), National Football League (NFL) and National Hockey League (NHL). In all three leagues in the 2020–2021 season, matches were played either in empty stadiums or before diverse audience sizes. We find that the lockdown affects NBA and NFL results, by lowering the prospects of winning and the expected scoring points of the home team, when games are played without an audience. Conversely, the lockdown does not substantially influence the outcomes of NHL games. We also examine the effect of audience size on game outcomes using historical observations from the past decade, when no lockdown measures were in force. Interestingly, a larger audience size increases the chance of winning and the expected scoring points of the visiting team for NFL games. No significant effect of the audience size on match outcomes is observed for NBA or NHL games. Regarding referee decisions, spectators do not significantly influence referee calls of NHL matches. As for NBA and NFL, the lockdown significantly increases the total number of referee calls but does not prompt more biased decisions towards either of the teams. Finally, a larger audience leads to referee calls more favourable to the visiting team for NFL games. These results extend the literature regarding crowd pressure on the behaviour of players and officials, with an indication that the specific sports activity has a pivotal role in the response to a cheering audience.     

Visual analysis of data in a multielement design

Ninety Board Certified Behavior Analysts (BCBAs) and 19 editorial board members evaluated hypothetical data presented in a multielement design. We manipulated the variability, trend, and mean shift of the data and asked the participants to determine if the data demonstrated experimental control. The results showed that variability, trend, and mean shift interacted to affect the participants’ ratings of experimental control. The level of agreement between participants was variable, but was generally lower than in previous research.     

CHINESE AND AMERICAN MANAGERS' COMPENSATION AWARD DECISIONS: A COMPARATIVE POLICY-CAPTURING STUDY

Using a policy-capturing approach, in this study we examined the extent to which 4 variables (work performance, relationship with coworkers, relationship with managers, and personal needs) affect the process through which Chinese and American managers make 2 types of compensation award decisions (bonus amounts and nonmonetary recognition). Results showed that, compared with their American counterparts, Chinese managers (a) put less emphasis on work performance when making bonus decisions; (b) put more emphasis on relationship with coworkers when making nonmonetary decisions; (c) put more emphasis on relationship with managers when making nonmonetary award decisions; and (d) put more emphasis on personal needs when making bonus decisions. We discussed the implications of these results for future research and practice.     

Implicit Theories of Organizational Power and Priming Effects on Managerial Power‐Sharing Decisions: An Experimental Study1

Over 60 years of research on participative leadership has documented the many benefits of power sharing in organizations. However, a common obstacle to power sharing is the unwillingness of those with power to share it. An experimental study is presented that investigated the effects of managers' implicit theories of power in organizations on their willingness to share power with subordinates. The study proposed that chronic differences in implicit power theories (the degree of competitive vs. cooperative beliefs and ideals regarding organizational power relations) would affect managers' decisions to share or withhold power. Subliminal priming was predicted to temporarily enhance the accessibility of these differences in implicit power theories, thereby fostering or inhibiting spontaneous decisions to share power. Results indicate that the subliminal priming of competitive theories of organizational power negatively influenced managers' immediate, spontaneous decisions to share power, whereas chronic differences in their implicit theories similarly affected their more systematic decisions to share power. The theoretical and applied contributions of the study are discussed.     

Dissociative effects of viewpoint and semantic priming on action and semantic decisions: Evidence for dual routes to action from vision

This article reports evidence that two variables—object viewpoint and semantic priming—differentially affect action and semantic decisions to objects. Changing the viewing angle of an object, so that its graspable parts are oriented away from observers, disrupted action decisions but had little effect on semantic categorization. In contrast, semantic priming influenced semantic categorization and object naming, but not action decisions. Action priming, however, did not affect performance. These selective effects are consistent with the existence of separate semantic and direct (nonsemantic) routes to action from vision.     

Dissociative effects of viewpoint and semantic priming on action and semantic decisions: evidence for dual routes to action from vision

This article reports evidence that two variables—object viewpoint and semantic priming—differentially affect action and semantic decisions to objects. Changing the viewing angle of an object, so that its graspable parts are oriented away from observers, disrupted action decisions but had little effect on semantic categorization. In contrast, semantic priming influenced semantic categorization and object naming, but not action decisions. Action priming, however, did not affect performance. These selective effects are consistent with the existence of separate semantic and direct (nonsemantic) routes to action from vision.     

‘If something doesn’t look right,go find out why’: how intuitive decision making is accomplished in police first-response

ABSTRACT

Intuition is an important mechanism by which organizational actors make significant decisions; however, precisely how intuitive decisions are taken is not well understood and hence is worthy of closer scrutiny. First-response decisions, because of the conditions under which they are executed, offer researchers an interesting and relevant context for the study of intuitive decision making in organizations. We used qualitative methods to explore how “peak performing” police officers used intuition in first-response decisions. Our findings show that intuition’s role in first-response occurs in two differing but complementary ways: “recognition-based intuition” and “intuition-based inquiry”. This finding builds on previous intuition research and informs current debates in behavioural sciences regarding “default-intervention” versus “parallel-competitive” variants of dual-process theory; it also reveals how a complex and situated mix of intuition and analysis can guide effective decision making and support peak performance in uncertain, dynamic and complex environments that typify many organizational decision processes. Our findings contribute to intuition research by extending the current theory of “intuition-as-expertise” in going beyond a simple “recognize-and-respond” model. We propose a “Perceiving-Knowing-Enacting-Closing” framework which captures the complex role that intuition in combination with analysis plays in police first-response decisions, and discuss implications for decision-making policies and practices in organizations.     

State work engagement and state affect: Similar yet distinct concepts

State work engagement (SWE), a multidimensional construct of work-related well-being, was originally conceptualized as a trait, but diary studies have revealed substantial within-person fluctuations. Given that SWE is conceptualized as a work-related affective-motivational construct, the question arises as to whether SWE can be differentiated from other affective constructs. Thus, the goal of the present study was to compare SWE and state affect with respect to their degree of within-person variability and to examine their distinct relationships with health and performance variables (i.e., sleep quality and job performance). Fifty-two employees (44% female) participated in the study, which included 3 assessments per day over the course of 2 weeks. Our results revealed that energetic arousal and tense arousal fluctuated more strongly within days than vigor and absorption. Multilevel analyses demonstrated that high sleep quality predicted higher state affect but not higher SWE. In addition, vigor exhibited an inverted U-shaped relation with performance. In sum, SWE as a time-varying construct showed some overlap with state affect but also demonstrated discriminant validity.     

When bad stress goes good: increased threat reactivity predicts improved category learning performance

The way in which we respond to everyday stressors can have a profound impact on cognitive functioning. Maladaptive stress responses in particular are generally associated with impaired cognitive performance. We argue, however, that the cognitive system mediating task performance is also a critical determinant of the stress-cognition relationship. Consistent with this prediction, we observed that stress reactivity consistent with a maladaptive, threat response differentially predicted performance on two categorization tasks. Increased threat reactivity predicted enhanced performance on an information-integration task (i.e., learning is thought to depend upon a procedural-based memory system), and a (nonsignificant) trend for impaired performance on a rule-based task (i.e., learning is thought to depend upon a hypothesis-testing system). These data suggest that it is critical to consider both variability in the stress response and variability in the cognitive system mediating task performance in order to fully understand the stress-cognition relationship.     

There are stable individual differences in performance variability, both from moment to moment and from day to day

Individual differences in decision speed have been regarded as direct reflections of a "primitive" functional neurophysiological characteristic, which affects performance on all cognitive tasks and so may be regarded as the "biological basis of intelligence", or of age-related changes in mental abilities. More detailed analyses show that variability within an experimental session (WSV) is a stable individual difference characteristic and that mean choice reaction times (CRTs) are gross summary statistics that reflect variability, rather than maximum speed of performance. A total of 98 people aged from 60 to 80 years completed 36 weekly sessions on six different letter categorization tasks. After effects of practice and of circadian variability had been eliminated, individuals with lower scores on the Cattell Culture Fair intelligence test had slower CRTs and greater WSV on all tasks. A simulation study showed that the greater WSVs of low Cattell scorers led directly to the significantly greater variability of their mean CRTs from session to session. However because CRTs on tasks co-varied from session to session it was apparent that, besides being affected by WSV, individuals' between-session variabilities (BSVs) also vary because of state changes that affect their performance from day to day. It seems that both variability in performance from trial to trial during a session and variability in average performance from day to day are correlated, stable, individual difference characteristics that vary inversely with intelligence test performance. Methodological consequences of these results for interpretations of age-related cognitive changes, for variability between as well as within individuals, for individual differences in decision speed, and for circadian variability in performance are discussed.     

The Work Design Questionnaire (WDQ): developing and validating a comprehensive measure for assessing job design and the nature of work

Although there are thousands of studies investigating work and job design, existing measures are incomplete. In an effort to address this gap, the authors reviewed the work design literature, identified and integrated previously described work characteristics, and developed a measure to tap those work characteristics. The resultant Work Design Questionnaire (WDQ) was validated with 540 incumbents holding 243 distinct jobs and demonstrated excellent reliability and convergent and discriminant validity. In addition, the authors found that, although both task and knowledge work characteristics predicted satisfaction, only knowledge characteristics were related to training and compensation requirements. Finally, the results showed that social support incrementally predicted satisfaction beyond motivational work characteristics but was not related to increased training and compensation requirements. These results provide new insight into how to avoid the trade-offs commonly observed in work design research. Taken together, the WDQ appears to hold promise as a general measure of work characteristics that can be used by scholars and practitioners to conduct basic research on the nature of work or to design and redesign jobs in organizations.     

Tactile communication, cooperation, and performance: an ethological study of the NBA

Tactile communication, or physical touch, promotes cooperation between people, communicates distinct emotions, soothes in times of stress, and is used to make inferences of warmth and trust. Based on this conceptual analysis, we predicted that in group competition, physical touch would predict increases in both individual and group performance. In an ethological study, we coded the touch behavior of players from the National Basketball Association (NBA) during the 2008-2009 regular season. Consistent with hypotheses, early season touch predicted greater performance for individuals as well as teams later in the season. Additional analyses confirmed that touch predicted improved performance even after accounting for player status, preseason expectations, and early season performance. Moreover, coded cooperative behaviors between teammates explained the association between touch and team performance. Discussion focused on the contributions touch makes to cooperative groups and the potential implications for other group settings.     

PAY PREFERENCES AND JOB SEARCH DECISIONS: A PERSON-ORGANIZATION FIT PERSPECTIVE

The present study investigated the degree to which pay preferences influenced job search decisions in both hypothetical and actual organizations, and the degree to which preferences for particular compensation attributes depended on job seekers' dispositional characteristics. Based on prior theory and research, we hypothesized that certain pay systems generally would be preferred by job seekers, that these pay systems would affect applicant attraction to organizations, and that different types of job seekers would be attracted to different types of pay systems. The sample comprised 171 college students who were seeking jobs during the study, and who represented six majors, three degree types, and two degree levels. Experimental policy-capturing results and results obtained about actual companies with which the job seekers would potentially interview supported hypotheses that organizations perceived to offer high pay levels, flexible benefits, individual-based pay, and fixed pay policies were more attractive to job seekers. Results further suggested that the attractiveness of these pay policies may be heightened by greater levels of fit between individual personality traits and compensation system characteristics.     

When (and When Not) to Make Exceptions: Links among Age,Precedent Setting Decisions,and Argument Evaluation

Negative precedents are set when, in the absence of mitigating conditions, social rules are not enforced by relevant authorities. This study examined the effects of normative (i.e., to enforce rules) and nonnormative arguments (i.e., to “make exceptions”) on decisions that could establish negative precedents and whether those effects differed for children and adolescents. As expected, on baseline problems, age correlated positively with decision-making performance. After receiving normative arguments, normative decisions increased and adolescents—but not preadolescents—transferred their understanding to novel problems. Nonnormative arguments led to decrements in normative decisions across ages. However, only for preadolescents did performance decrements following nonnormative arguments transfer to novel problems. Discussion focuses on the abilities to engage in “metacognitive intercession,” variability in children’s and adolescents’ decisions, and developments in the understanding of the consequences of violating the social rules.