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We investigated whether individualistic and collectivistic cultural values influence the extent to which raters consider task, citizenship (OCB), and counterproductive work behaviors (CWB) when evaluating overall employee performance. Participants completed a managerial role-play exercise in which they read employee performance vignettes and rated the overall performance of each employee. A relative weights approach was used to determine to what extent raters considered task, OCB, and CWB information when evaluating employee performance. Results indicated that as compared to individualistic raters, collectivistic raters placed higher weights on OCBs and less weight on task performance when assigning an overall performance rating. However, contrary to expectations, collectivistic raters did not place significantly higher weights on CWBs as compared to individualistic raters. Future research directions and practical implications are discussed. [ABSTRACT FROM PUBLISHER]

We develop and test an integrative framework that identifies the underlying psychological mechanisms that relate organizational politics to task performance, citizenship, and counterproductive behaviors. In addition, we identify political skill as a moderator of the effects of politics on proximal outcomes, including strain and psychological contract breach. Data from 285 supervisor–subordinate dyads supported the majority of hypothesized relationships, indicating that both strain and psychological contract breach mediated the effects of perceived politics on work attitudes, which in turn linked politics to task performance and citizenship behaviors. In addition, our results indicate that political skill attenuates the negative effects of politics. [ABSTRACT FROM AUTHOR]

The purpose of this study was to assess the predictive validity of observer ratings of personality and job-related competencies in a selection setting. Based on ratings from multiple raters of both the predictors and the criteria in a sample of MBA students, results indicated that observer ratings of Conscientiousness, Emotional Stability, leadership, and interpersonal skills predicted work performance, team performance, and academic performance. For work performance and team performance, a composite of the four predictors had incremental predictive validity over general mental ability, even after controlling for how well the rater knew the ratee. [ABSTRACT FROM AUTHOR]

This study replicated and refined research on the effects of escalation of commitment in performance ratings. We utilized experimental manipulations in a laboratory setting to determine whether positive escalation or negative escalation (or both) could be responsible for the effect. In one session, participants (N = 210) were assigned to the perspective of the potential employee's supervisor and chose 1 of 2 candidates for a sales position. In a second session, participants rated the performance of (a) the individual they selected; (b) the individual they rejected; or (c) a third individual, whose preselection information they never viewed. Results replicated previous findings, such that ratings were biased upward when participants rated the performance of the salesperson they had originally selected. Results were not biased downward when individuals rated the performance of the salesperson they had rejected, however. Thus, our results suggest that positive escalation, and not negative escalation, was the cause of the bias. [ABSTRACT FROM AUTHOR]

This study tests the general idea that people in different organizational positions can have different perspectives on what performance means in a particular job and that these different perspectives are reflected in their implicit trait policies (ITPs) about performance in that job. We test the hypothesis that prison inmates harbor ITPs about the importance of agreeableness and conscientiousness in correctional officers' performance that are different from the ITPs harbored by officers and supervisors. Our results show that critical incidents of officers' performance that are generated by inmates emphasize agreeableness more and conscientiousness less than critical incidents generated by officers and supervisors. Our results also show that inmates' ratings of the effectiveness of officers' behavior described in critical incidents are more strongly associated with the agreeableness of the behavior and less strongly associated with the conscientiousness of the behavior than are officers' and supervisors' ratings. [ABSTRACT FROM AUTHOR]

I cannot begin to describe my delight at having the opportunity to write this introduction to the special issue on typical versus maximum performance. It's humbling to realize that a paper you've written emerges as the seminal paper that starts a new line of research. But that appears to be the case: The notion of differentiating between typical and maximum performance on the criterion side of the equation is generally credited to Sackett, Zedeck, and Fogli (1988). [ABSTRACT FROM AUTHOR]

We examined the main and interactive effects of general mental ability (GMA) and perceived organizational support (POS) on typical performance and maximum performance. Data from two field samples (96 programmers and 181 cash vault employees) empirically supported distinguishing between typical performance and maximum performance. GMA was related to maximum performance but not to typical performance, and POS was related to two out of three measures of typical performance. Interactive effects of GMA and POS were detected in both samples for maximum performance outcomes but not found for typical performance outcomes. [ABSTRACT FROM AUTHOR]

The distinction between maximum performance ("what people can do") and typical performance ("what people will do") has received considerable theoretical yet relatively little empirical attention. Findings from social facilitation and inhibition suggest that the relationship between performers' typical and maximum performance may not always be as straightforward as had originally been assumed. Ninety-four psychology students underwent a manipulation of their self-efficacy before doing an explaining task both under typical and maximum performance conditions. Results revealed a social inhibition effect in the maximum performance condition for participants of the low self-efficacy conditions. Implications and directions for future research are discussed. [ABSTRACT FROM AUTHOR]

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. [ABSTRACT FROM AUTHOR]

The research presented here investigated the impact of making targeted dimensions transparent to participants prior to their performance of a simulation exercise, on the level of dimension ratings and their correlations with typical performance predictors. Results from two studies, both employing between-subjects designs, showed that conceptually matched typical performance predictors were more positively associated with dimension ratings when targeted dimensions were not made transparent than when they were. In addition, only when targeted dimensions were not made transparent did conceptually matched typical performance predictors correlate more positively with dimension ratings than conceptually distinct typical performance predictors. Finally, those who were made aware of targeted dimensions received higher mean ratings in Study 1 but not in Study 2. [ABSTRACT FROM AUTHOR]

In a sample of industrial job applicants, relationships among scores on an integrity test, a job knowledge measure, and maximal performance as assessed by a work sample measure were investigated. The observed correlation between the personality-based integrity test and maximal performance was .27, indicating that integrity tests can be predictive of maximal performance. Furthermore, integrity test scores correlated .14 with job knowledge and job knowledge scores had a validity of .36 for maximal performance. Theoretical implications for the maximal/typical performance distinction are discussed. [ABSTRACT FROM AUTHOR]

Data from 160 civil service employees demonstrate the validity of a situational judgment test in predicting overall job performance as well as three performance dimensions: task performance (core technical proficiency), motivational contextual performance (job dedication), and interpersonal contextual performance (interpersonal facilitation). Situational judgment also provided incremental validity over the prediction provided jointly by cognitive ability, the Big Five personality traits, and job experience. These findings extended the work of Clevenger, Pereira, Wiechmann, Schmitt, and Harvey (2001) on the incremental validity of situational judgment tests as well as the meta-analytic results reported by McDaniel, Morgeson, Finnegan, Campion, and Braverman (2001). Implications are discussed in terms of research on the prediction and understanding of job performance. [ABSTRACT FROM AUTHOR]

This field study examined the moderating role of employees' climate for updating perceptions in the relationship between goal orientation and job performance. Results are based on a sample of 163 information systems professionals employed by a large information technology (IT) firm. After controlling for the effect of previous performance ratings, learning-goal orientation was positively related to learning self-efficacy and performance-goal orientation was negatively related to efficacy beliefs, which in turn were positively related to job-performance ratings. Most important, the relationship between learning-goal orientation and overall job-performance ratings, mediated by learning self-efficacy, was stronger for individuals who perceived a supportive organizational climate for updating than for those with low updating climate perceptions. The results of this study advance our understanding of goal orientation, self-efficacy, and performance relationships not only because they are based on adults working in a dynamic field setting, but also because they demonstrate the moderating influence of employees' updating climate perceptions. [ABSTRACT FROM AUTHOR]

This study examines factors that predict the extent to which 408 operating-level workers rated themselves higher, lower, or the same as their coworkers rated them, for both task and contextual performance. On ratings of contextual performance, underestimators tended to be distinguished by significantly higher levels of both self-monitoring and social desirability. This trend operated similarly, though not significantly for task performance. Additionally, ratings of quantity of work obtained the highest degree of self-peer rating convergence as compared to ratings of quality of work and contextual performance. These results are discussed in terms of the practical implications for multirater systems. [ABSTRACT FROM AUTHOR]

Investigates potential moderators of skill retention interval (SRI)/performance decrement relationships in the U.S. Air Force enlisted specialties. Factors mitigating against performance decrements over extended SRI; Identification of task characteristics related to skill maintenance; Assessment of task performance using the Walk-Through Performance Test.

Describes an approach for investigating the causes of rater-specific method variance in multitrait-multirater (MTMR) performance appraisal matrices. Hypotheses regarding method variance in performance ratings; Overview of the MTMR approach; Combination of confirmatory factor analysis and the sue of measured method factors in the approach.

Describes a theory of individual differences in task and contextual performance. Definition of job performance as aggregated value to organization; Distinction between task and contextual performance; Definition of underlying dimensions of behavioral episodes.

Examines the method used in illustrating the impact of differential weights on personnel selection outcomes. Ability of simulation method to generate statistics on interrelations of test components and job performance; Estimation of the hiring rates; Comparison between a unit weighting approach to the application of differential weights.

Examines the prediction in the accuracy of self-evaluations of performance. Determination of the work performance standards; Basis of self-appraisals, judgments and decision making; Specifications of the integrated hypothesis.

Evaluates the proposed job performance model for different race and gender subgroups, peer and supervisor raters. Measurement of the cognitive ability, practical intelligence and job knowledge; Performance of LISREL analysis; Differences between the fit of the model and variance accounted in the supervisor groups.

Focuses on the effects of providing auditory feedback on the target location of correct response. Improvement on the performance of task; Enhancement of learning motor responses; Development of memory representation.

Focuses on the effects of situational control and feedback variability on work performance. Importance of management motivation; Effectiveness of work motivation; Changes of work setting.

Focuses on the importance of training programs to develop the skill performance of a person. Examination on the influence of differentia; characteristics on skill acquisition; Evaluation on the stages of practice; Discussion on the role of personality in skill acquisition.

Examines the relationship between stress and performance among officer cadets in the Israel Defense Forces. Negative relation of hardiness to experienced stress; Positive relation of hardiness to the objectively assessed performance in the course; Processes effecting hardiness to performance.

Examines the relationship between job seniority and job performance. Impact of job seniority on the proficiency of employees; Superiority of employees working in a long period of time; Performance of senior employees.

Examines the generalizability (G) theory in the investigation of construct-related evidence of validity of job performance ratings in jet engine mechanics. Opportunity of the researcher to partition observed score variance; Evidence of construct validity; Link between G theory and construct validity.

Examines the relationships between the work environment and job performance. Development of work environment questionnaire; Assessment of situational constraints and facilitators of performance; Evaluation of the relationship between individual aspects of work environment and performance measures.

Proposes a conceptual framework to guide researchers in the casual modeling of job performance. Determinants of job performance; Role of underlying motives in the determination of work effort and subsequent performance; Assessment of the individual impact performance.

Examines the correlates of job-level estimates of the overall value of job performance. Tool for organizational analysis; Multidisciplinary nature of overall job-value judgments; Objective measures taken from organizational documents.

Focuses on the work settings at the Air Force. Relationship between constraints and performance; Motivation of the management for effective work performance.

Comments on the impact of the journal 'Human Performance' on performance research. Efforts to provide a quality outlet for research; Investigation of articles derive from diverse psychological, physiological and educational perspectives; Evaluation of methodology and instrumentation of original empirical works.