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We tested the hypothesis that the relationship between team climate and team performance is moderated by climate strength. The study sample was composed of 155 bank branches, and a two-wave panel design was implemented. We measured four team climate facets (support, innovation, goal achievement and enabling formalization). We obtained two subjective indicators of team performance (ratings provided by team members and by team managers) and a financial indicator of team performance. Seven out of the 12 interaction effects tested were statistically significant and showed the expected sign. When financial team performance was the criterion, only the interaction term was significant. This suggests that only strong climates are related to financial team performance over time. [ABSTRACT FROM AUTHOR]

In this study conducted in two auto-parts after-market distribution centres, immediate performance goals and feedback were delivered to employees in a warehouse on wireless vehicle-mounted computers. Engineered labour standards (ELS) calculated work-unit goal times and presented the driver with immediate performance feedback. Ultimately, the ELS feedback was linked to the company's forklift driver team pallet-per-hour quota achievement. Replenishment performance for forklift drivers (N = 12) was improved by 2.14 pallets per hour when an intervention package that included the depiction of goal times and immediate performance feedback on wireless vehicle- mounted computers and a newly developed ELS. The implications of these findings, limitations, and safety issues are discussed in terms of operational issues regarding ELS in large industrial settings. [ABSTRACT FROM AUTHOR]

The current research investigated questions that persist regarding the criterion-related and construct validity of situational (SI) versus past-behaviour (PBI) structured interview formats in predicting the job performance of managers. Analyses of data collected from 157 applicants to managerial positions showed that the PBI format significantly predicted job performance ratings (r = .32, p < .01), whereas the SI format did not (r = .09, ns). Investigation of potential construct differences between the SI and PBI formats showed that the PBI was more highly related to manager-relevant cognitive ability measures, assessment centre exercises and personality traits, as compared with the SI. Such differences help to explain the predictive validity differences between the SI and PBI observed in current and previous research. [ABSTRACT FROM AUTHOR]

Research investigating attributional style and job performance among sales staff has been limited by its focus on specific sales roles: notably selling insurance by telephone. Important questions therefore remain regarding the mechanism by which attributions influence job performance in sales roles more generally. This paper describes a field study comparing two attributional models of job performance: (1) a learned helplessness (LH) model, and (2) an achievement motivation (AM) model. Managers' performance ratings were collected for 452 retail sales assistants who completed a job-specific attribution questionnaire and a work-satisfaction questionnaire. Results indicate that sales assistants who made more internal-controllable attributions for positive outcomes received higher performance ratings (r=.20, p<.01) and were more satisfied in their work (r=.12, p<.05). The findings provide support for an AM model of job performance among retail sales assistants. They suggest that more successful sales assistants proactively manage their environment in order to create opportunities for successful interactions with customers. [ABSTRACT FROM AUTHOR]

There is little information available on the performance of UK managers on the 16PF when administered as part of a selection procedure. The present paper reports the results of analyses of data from 1796 short-listed managers who were given the 16PE (Form A). The assessment was part of a selection procedure carried out for a wide range of clients by an executive recruitment agency. Normative analyses of these data are presented and effects related to age and gender are examined. Internal consistencies of both primary and secondary scales are presented and the problem of low primary reliabilities is discussed. Factor analysis of the primary scale scores produced five second-order factors which closely match the 16PF second-order factor scales. [ABSTRACT FROM AUTHOR]

This study investigated the agreement between superior and subordinate performance ratings and the correlations between these performance ratings and standardized measures of job satisfaction. Subjects were 261 members of the fire service, representing three ranks in the organizational hierarchy: chiefs (N = 12), captains (N = 76), and firefighters (N = 173). Subjects completed performance ratings of both their superiors and subordinates, and standardized measures of job satisfaction. Results indicated significant agreement between superior (chief) and subordinate (firefighter) ratings of captains' performance. These performance ratings were also positively correlated with both subordinate (firefighter) and supervisor (captain) job satisfaction, particularly satisfaction with supervisors and with co-workers. [ABSTRACT FROM AUTHOR]