Inter-individual differences in intra-individual variability in personality within and across contexts

This study focuses on intra-individual variability in personality at work, and how it relates to job performance. 288 professionals completed contextualised adjective-based personality assessments in work and non-work contexts, and a non-contextualised personality measure. Ratings of their personality were also obtained from colleagues, family members and friends. Supervisors provided performance ratings for 130 participants. Results indicate that personality is context- and source-dependent, and varies systematically within contexts intra-individually regardless of source. Whilst this variability was predictive of some performance criteria when based on other-ratings, overall predictive effects were small in number and size. This study adds to the relatively small body of research on personality variability and performance and contributes to the conceptualisation of personality as a dynamic construct.     

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.     

Setting the sales budget: An exploratory study

This article explores how the sales budget is set in a business organization. Findings from a longitudinal participant observation study revealed that the sales budget is considered of great importance to the organization as sales estimates serve as premises for planning of production and supply and new product developments. It was observed that the sales budget was based on a narrow, inner-directed perspective, almost looking away from important environmental driving forces such as competitors and customers. The findings also showed that individuals involved in the sales budgeting process behaved opportunistically, influencing the budgetary process and outcomes. Theoretical and normative implications are highlighted.     

PROMOTING STIMULUS CONTROL WITH TEXTUAL PROMPTS AND PERFORMANCE FEEDBACK FOR PERSONS WITH MILD DISABILITIES

We assessed whether written task analyses would serve as textual prompts for performing functional tasks by persons with mild disabilities. Several variables that could influence the effectiveness of textual prompts to promote stimulus control were examined across four groups. A consistent finding was that written specific task analyses combined with end-of-trial performance feedback were effective for promoting the acquisition and generalization of several tasks. Performance transferred immediately to natural discriminative stimuli when the written task analyses and feedback were withdrawn for most tasks and participants. For 2 participants, transfer of stimulus control was accomplished by prompt fading, using individualized written task analyses either with or without performance feedback (Group 1). When feedback was not provided, the effectiveness of written specific task analyses was inconsistent across groups. In contrast to the controlling effects of written specific task analyses, written generic task analyses, which specified only major task outcomes, when combined with performance feedback (Group 1) did not control responding. Overall, this research demonstrated the effectiveness of written specific task analyses and performance feedback to promote stimulus control for persons with mild disabilities.     

Task bias and the accuracy of judgment: Setting a baseline for expected group performance

When a judgment task evokes unbiased estimates (i.e. the errors in individual judgments are distributed randomly around the true value), mathematical aggregation of individual estimates, even by a simple arithmetic mean, often will outperform all group members. However, when a task evokes biased estimates, mathematical aggregation does not perform so well. In this study, simulated data were accumulated to specify the expected' accuracy of mathematical aggregation relative to the accuracy of observed judgment of individual group members under varying conditions of task bias. Three types of judgment tasks were employed: (1) single-estimate, holistic tasks, (2) multiple-estimate, ranking tasks, and (3) multi-cue, decomposed tasks. Findings indicated across all task types that a large percentage of judgment-making group estimates formed strictly by computing the arithmetic mean of individual estimates performed better than their most capable members when a judgment task evoked little or no bias, a result particularly pronounced for ranking tasks. When the task was more greatly bias-evoking, a large percentage of parallel groups performed more poorly than average (or median) members, again a pattern more starkly evident for ranking tasks. These results suggest that the extent to which a judgment task evokes bias in a population of prospective group members is an important explanatory variable deserving much greater attention in the study of group performance. For example, an assertion about the efficacy of a particular group intervention based on a reliable demonstration of group performance as accurate as the most capable members may be unfounded when a task evokes no bias, since the baseline standard under such conditions should be much higher. By selecting tasks and populations that jointly produced highly biased estimates, researchers can lower the performance floor enough to detect (with reasonably small samples of groups) experimental effects should they occur.     

Computerized assessment in neuropsychology: A review of tests and test batteries

This article contains detailed reviews of 13 computerized neuropsychological and performance test batteries and six stand-alone computer tests. Tasks found on these instruments are described and tables illustrate which batteries employ which measures. In addition to issues of reliability and validity, special considerations apply to computerized assessment. These issues are discussed and readers are provided information to help them assess computerized tests in relation to their particular clinical and research needs. Since many computerized tests were developed as performance assessment tools, the relationship between performance and neuropsychological assessment is examined.     

A review of the effects of noise on human performance

The present review is concerned with the effects of noise, especially moderate intensity noise on performance. The review covers recent empirical results and theoretical approaches, and examines the importance of the nature of the noise, individual differences in response to noise, and other factors which modify the effects of noise. A central theme of the review is that it is essential to consider the nature of the task being performed in noise, and a profile of strategies of performance in noise is presented. Finally, recommendations are made about the direction and methodology of future research.     

The effect of COVID-19 on home advantage in high- and low-stake situations: Evidence from the European national football competitions

The Covid-19 pandemic has significantly altered the way sporting events are observed. With the absence or limited presence of spectators in stadiums, the traditional advantage enjoyed by home teams has diminished considerably. This underscores the notion that the support of home fans can often be considered a key factor of the home advantage (HA) phenomenon, wherein teams perform better in front of their own supporters. However, the impact of reduced attendance on games with higher stakes, as opposed to low-stakes friendly matches, remains uncertain. In this study, we investigate the recently concluded European football championship (EURO 20), wherein several teams had the advantage of playing at home in high-stakes games with only one-third of the stadium capacity filled. Firstly, we demonstrate that the Covid-19 restrictions, leading to reduced fan attendance, resulted in a nearly 50% decrease in HA compared to the HA exhibited by the same teams during the qualification stage preceding EURO 20, even after accounting for team strength. Secondly, we show that while low-stakes friendly matches generally exhibit a smaller overall HA compared to high-stakes games, the absence of fans led to a similar reduction in HA during the low-stakes matches. Utilizing the recently developed Home Advantage Mediated (HAM) model (Bilalić, Gula, & Vaci, 2021, Scientific Reports, 21558), we were able to attribute the reduction in both high- and low-stakes games to poorer team performance, with no significant contribution from referee bias.