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This paper introduces an active–passive framework to the conceptualization and measurement of counterproductive work behavior (CWB), in order to establish a dimension that categorizes the content of behaviors within the existing interpersonally directed (CWBI) and organizationally directed (CWBO) framework. Doing so provides new insights into the relationship between workplace counterproductivity and sleep. Stressor-emotion models of CWB predict that employees engage in counterproductivity in response to workplace stressors, but extant research suggests that counterproductive behavior increases strain, including reduced sleep quality. We develop a new scale for measuring CWB that differentiates active and passive behaviors and demonstrates the potential for positive intrapsychic consequences for passive CWBI. In Study 1, using five samples, we demonstrate the convergent and discriminant validity, reliability, and acceptable psychometric properties of a 19-item scale that reconceptualizes CWB into four dimensions: active CWBI, passive CWBI, active CWBO, and passive CWBO. In Study 2, using experience-sampling methodology, we found that when employees engage in active CWBO at work in the afternoon they experience reduced sleep quality that evening, whereas engaging in passive CWBI was related to increased sleep quality. [ABSTRACT FROM AUTHOR]

Motivation is key for performance in domains such as work, sport, and learning. Research has established that motivation and the willingness to invest effort generally increase as a function of reward. However, this view struggles to explain some empirical observations—for example, in the domain of sport, athletes sometimes appear to lose motivation when playing against weak opponents—this despite objective rewards being high. This and similar evidence highlight the role of subjective value in motivation and effort allocation. To capture this, here, we advance a novel theory and computational model where motivation and effort allocation arise from reference-based evaluation processes. Our proposal argues that motivation (and the ensuing willingness to exert effort) stems from subjective value, which in turns depends on one's standards about performance and on the confidence about these standards. In a series of simulations, we show that the model explains puzzling motivational dynamics and associated feelings. Crucially, the model identifies realistic standards (i.e., those matching one's own actual ability) as those more beneficial for motivation and performance. On this basis, the model establishes a normative solution to the problem of optimal allocation of effort, analogous to the optimal allocation of neural and computational resources as in efficient coding. [ABSTRACT FROM AUTHOR]

The article is focused on an application of the analytic hierarchy process (AHP) to the performance evaluation of employees of a management consulting company. Performance evaluation of employees is a complex task that must take into account various aspects and evaluation criteria. Moreover, each employee of the company participates during the period being considered in several projects and his or her overall performance is an aggregation of individual performances in particular projects. This aggregation is based on the weights of the projects that usually depend on man-days the employees participated in the projects or their financial contributions. AHP is a tool for structuring and analysis of complex decision making problems and seems to be an ideal tool for this task. The proposed AHP model combines relative and absolute measurement and allows deriving overall performance scores of the employees through a simple MS Excel tool easily and quickly without the necessity to use any specialized software. [ABSTRACT FROM AUTHOR]

Performance based assessment is currently receiving renewed attention as an alternative to conventional testing. We argue that performance based assessment, supported by a microcredentialing system, is particularly well suited to corporate environments that stress strategic development of their workforce capacities. There are important implications for job task analysis, integration of assessment and training, and training management. [ABSTRACT FROM AUTHOR]

Innovative work behavior has been one of the essential attribute of high performing firms, and the roles of entrepreneurial orientation and self-leadership have been important for promoting innovative work behavior. This study advances research on innovative work behavior by examining the mediating role of self-leadership in the relationship between perceived entrepreneurial orientation and innovative work behavior. Structural equation modelling is employed to analyze data from a survey of 404 employees in banking sector. The results of reliability measures and confirmatory factor analysis strongly support the scale of the study. The results from an empirical survey study in the deposit banks reveal that participants' perceptions about high levels of entrepreneurial orientation have a positive impact on innovative work behavior. The results also provide support for the full mediating role of self-leadership in the relationship between participants' perceptions of entrepreneurial orientation and innovative work behavior. Additionally, this study provides some implications for practitioners in the banking sector to facilitate innovative work behavior through entrepreneurial orientation and self- leadership. [ABSTRACT FROM AUTHOR]

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Purpose: The purpose of this study is to test alternative models of job performance based on competing categorization criteria. Design/methodological/approach: Survey-based data were collected from individuals in two separate studies. In Study 1, proficiency ratings of job performance were collected from individuals ( N = 553) across multiple jobs in four organizations in three Latin America countries. Similar data ( N = 489) were collected as part of a second study in order to provide additional support for the results observed in the first study. Findings: Modest support was obtained for performance models based on prior literature and a modified ten-factor solution. Follow-up analyses, on the basis of multidimensional scaling, suggested an alternative categorization that unveiled three underlying proficiency-dimensions. Emerging dimensions suggest that proficiency can be classified according to (a) the target of work behaviors (i.e., data, persons, and things), (b) the degree of influence behaviors convey (controlling others versus do-it-yourself), and (c) the degree of interaction involved (integration vs. working in isolation). Implications: The modest fit of the data with performance models derived from the extant literature calls for further investigations of the structure emerging from the current studies. Originality: These studies contrasted existing methods to categorize employee proficiency and provided empirical evidence of the shortcomings of these methods. Results also provided alternative criteria to discriminate performance behaviors. [ABSTRACT FROM AUTHOR]

The purpose of this study was to examine employees’ reactions to the use of organizational citizenship behavior (OCB) in performance evaluations. In addition, gender differences in such reactions were examined. Data were obtained from a sample of working adults ( n = 78) and a sample of students ( n = 249). In the first study, participants compared the fairness of 11 different weighting combinations of OCB and core task behavior, using a within-subjects design. In the second study, low, medium, and high weightings of OCB were compared using a between-subjects design. In both studies, participants reported that evaluating employees on OCB was fair. OCB weightings of 30– 50% were perceived as the most fair. Men felt that OCB weighting of 20–30% were the most fair and women felt that OCB weightings of 25–50% were the most fair. Considering that employees are evaluated on their OCB, it is important to know that they feel that it is fair to do so. Choosing how heavily to weigh OCB may be more difficult, although weightings of 25–30% OCB were perceived to be fair to both the men and women in this research. This is the first study to examine employee reactions to the use of OCB in performance evaluations and add to a growing body of evidence suggesting that there are gender differences in the perceptions of OCB. [ABSTRACT FROM AUTHOR]

This research paper is a pilot study that investigated the suitability of adopting an automated balanced scorecard for managing and measuring the performance excellence of academic staffs in the higher education setting. A comprehensive study of related literature with requirements elicited from the target population in a selected premier university in Malaysia through document analysis, interviews and survey questionnaires provided the foundation for the system development. By adopting the balanced scorecard, the proposed system provided a means for top down alignment of organisational objectives while creating a medium of communication between the lecturers and management. Though the method suggested in this study primarily focuses on the academic staff, it addresses the lack of a representative form of performance measurement for lecturers that accommodates the complexities of the profession while providing the potential adoption of an unconventional method to encourage excellence and development amongst all levels of employees in the industry. [ABSTRACT FROM AUTHOR]

We isolate and describe four key elements that distinguish different forms of forced distribution systems (FDS). These key elements are the consequences for low performers, differentiation of rewards for top performers, frequency of feedback, and comparison group size. We examine how these elements influence respondents’ attraction to FDS. Undergraduate students ( n = 163) completed a policy capturing study designed to determine how these four FDS elements influence their attraction to FDS. We examine the relative importance of these elements that most influence attraction to different FDS, as well as individual attributes (i.e., cognitive ability, gender, and major) that may affect those preferences. Respondents were most attracted to systems with less stringent treatment of low performers, high differentiation of rewards, frequent feedback and large comparison groups. Consequences for low performers were nearly twice as influential as any other element. Respondents with higher cognitive ability favored high reward differentiation and males were less affected by stringent consequences for low performers. Before practitioners implement FDS, it would be prudent to consider all four elements examined in this study—with the treatment of low performers being the most salient issue. Future accounts of FDS should clarify the nature of these elements when reporting on FDS. Such precision will be useful in generating a knowledge base on FDS. We add precision to the discussion of FDS by identifying four key elements. This is one of the first studies to examine perceptions of FDS from a ratee perspective. [ABSTRACT FROM AUTHOR]

The article presents a study that investigates the impact of quality assurance and improvement (QA/I) responsibilities of mental health agency personnel on the mental health services in the U.S. The study was conducted through interviews with QA/I professionals from 16 mental health facilities wherein their roles, activities and contributions are assessed. It reveals that health facilities lack job performance standards for QA/I which require increased attention to improve their work.

A sizeable body of international business (IB) research is devoted to building knowledge about the determinants of organizational performance. A key precursor to accurately diagnosing why some organizations succeed in the international marketplace while others struggle is operationalizing performance appropriately. Yet, to date, no systematic investigation has considered how well IB research measures performance. We examine the measurement of performance in 96 articles published in the Academy of Management Journal, Administrative Science Quarterly, Journal of Marketing, Journal of Marketing Research, Journal of International Business Studies, Management Science, Organization Science, and the Strategic Management Journal between 1995 and 2005. The findings reveal that most studies do not measure performance in a manner that captures the multifaceted nature of the construct. We describe the implications of these results, and offer suggestions for improving future practice. [ABSTRACT FROM AUTHOR]

Meaningful work has become an increasingly important job outcome for individuals in recent years. Studies indicate that many employees lack experienced meaningfulness in their work and that organizations have not done a good job at creating meaningful and emotionally satisfying work experiences for employees. A person–job fit approach to meaningful work and employee retention is described that consists of matching individual self-concept with job tasks and behaviors. It is proposed that this self-concept–job fit will be strongly related to meaningful work. It is also proposed that meaningful work is related to important outcome variables valued by organizations, such as increased worker performance and employee retention. Path analysis supports the proposed relationships. Implications for human resource management activities and future research are discussed. [ABSTRACT FROM AUTHOR]

Professional competence requires a commitment to lifelong learning, self-assessment, and excellence. Complex skills such as these require flexible and comprehensive teaching and assessment measures. We describe a combination of working and performance portfolios that both foster and evaluate the development of professional competence. We explain the conceptual and practical underpinnings that maximize the effectiveness of these tools. Drawing on experience with University of Washington residents, we identify 5 criteria that can help promote successful use of portfolios: separate working and performance functions of portfolios, developing a supportive climate, developing skills in faculty and residents, observing progress over time, and fostering mentorship opportunities. [ABSTRACT FROM AUTHOR]

In this article we discuss the ethical dilemmas facing performance evaluators and the "evaluatees" whose performances are measured in a business context. The concepts of role morality and common morality are used to develop a framework of behaviors that are normally seen as the moral responsibilities of these actors. This framework is used to analyze, based on four empirical situations, why the implementation of a performance measurement system has not been as effective as expected. It was concluded that, in these four cases, unethical behavior (i.e. deviations from the ethical behaviors identified in the framework) provided, at least to some extent, an explanation for the lower than expected effectiveness of the performance measurement procedures. At the end of the paper we present an agenda for further research through which the framework could be further developed and systematically applied to a broader set of cases. [ABSTRACT FROM AUTHOR]

Using practicing sales managers as subjects, the results indicate that personal characteristics of gender may be used in making disciplinary judgments following episodes of a particular type of unacceptable work behavior, an unethical selling act. As hypothesized, saleswomen were disciplined less severely while salesmen were disciplined more severely. However, female sales managers did not administer discriminatory discipline. The discipline administered by female sales managers to salesmen and to saleswomen was quite uniform. Furthermore, the discipline administered by female sales managers to salesmen and saleswomen was quite close to the discipline administered by male sales managers to salesmen. The only outlying level of discipline administered in the study was more leniency shown by male sales managers toward saleswomen. [ABSTRACT FROM AUTHOR]

Previous research has demonstrated that performance information (e.g., prior supervisor ratings) can bias behavioral ratings. However, research has not fully explored the effects of performance cues on raters' memory. In addition, no studies have attempted to eliminate this performance cue effect. This study addressed these deficiencies by collecting both free recall and recognition memory measures while testing an unstructured free recall intervention. Results indicate that performance cues do affect the recall of performance relevant behaviors from memory. Contrary to expectations, free recall did not prove to be an effective intervention. Implications of these findings for future attempts to remove the performance cue effect are discussed. [ABSTRACT FROM AUTHOR]

The unique relationship of perceived pay level equity, perceived appraisal accuracy, merit increase satisfaction, trust in supervisor, and trust in top management to employee beliefs that pay is tied to performance was investigated in a sample of 658 managerial, professional, and clerical employees. Pay level equity, merit increase satisfaction, and trust in top management exhibited a significant unique relationship. Post hoc analysis found appraisal accuracy exhibited a significant unique relationship with belief that pay is tied to performance among employees receiving a lower or higher than expected performance appraisal, but not among employees receiving the expected performance appraisal. [ABSTRACT FROM AUTHOR]

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. [ABSTRACT FROM AUTHOR]

This study examines the relationship between salespeople's moral judgment and their job performance. Results indicate a positive relationship between moral judgment and job performance when certain characteristics are present. Implications for sales managers and sales researchers are provided. Additionally, directions for future research are given [ABSTRACT FROM AUTHOR]

This paper assesses the potential of organisational culture as a means for improving ethics in organisations. Organisational culture is recognised as one determinant of how people behave, more or less ethically, in organisations. It is also increasingly understood as an attribute that management can and should influence to improve organisational performance. When things go wrong in organisations, managers look to the culture as both the source of problems and the basis for solutions. Two models of organisational culture and ethical behaviour are evaluated. They rest on different understandings of organisational culture and the processes by which ethics are enhanced. Firstly, the prevailing approach holds that creating a unitary cohesive culture around core moral values is the solution to enhancing ethical behaviour. Both the feasibility and desirability of this approach, in terms of ethical outcomes, is questioned. The second model queries the existence of organisational culture at all, arguing that organisations are nothing more than shifting coalitions of subcultures. In this second model, the very porousness of the subcultures provides a catalyst for the scrutiny and critique of norms and practices. Such diversity and debate is construed as potentially a better safeguard for ethical behaviour than the uniformity promised by the unitary, strong culture model. [ABSTRACT FROM AUTHOR]

Metaphors from strategic management can be applied effectively to business ethics programs. While effective strategies help implement ethical decisions that are formulated in good faith, ostensibly value-neutral control mechanisms can indirectly affect the substantive nature of policies and decisions themselves. This article examines the effectiveness of various corporate social responsibility implementation strategies. It also addresses the effects of implementation choices on the substantive formulation of ethical decisions and policies. Implementation and evaluation of corporate social responsibility programs through models of responsiveness are integrated into the social policy cycle using four tools: strategic control and performance control approaches, and hierarchical control and contractual control structures. The choices made among these forms of control approaches and structures, which as implementation mechanisms are typically considered to be value-free devices, may affect the substance of corporate social responsibility content. Hierarchical control structures, which use outside directors, tend to be associated with performance control approaches, and are biased towards applying utilitarian approaches to ethical decision making. Contractual control structures are compatable with strategic control approaches, and generally favor the application of principle-based approaches to ethical decision-making. Both the content and the quality of ethical decisions will be affected by differences between hierarchical and contractual control. [ABSTRACT FROM AUTHOR]

Researchers consistently report that individuals see themselves acting far more ethically than comparable others when confronted with ethically uncertain work- related behaviors. They suggest that this belief encourages unethical conduct and contributes to the degeneration of business ethics; however, they have not specifically investigated the consequences of this belief. If undesirable work behaviors actually do occur, educators and other ethics advocates would be strongly encouraged to dispel this widely held notion. In the present study, data was collected from college students and practicing accountants regarding how they and others would respond to ten ethical scenarios. Participants' perceptions were calculated and correlated to their decision in a hypothetical business case. Analysis indicated that individuals, regardless of age, gender, or work status, see themselves acting far more ethically than others. It also disclosed significant association between participants' own attitudes and the case response, but no significant association between the response and their attitudes relative to those perceived to be held by others. Believing that everyone else is less ethical, therefore, appears to have little impact on work behavior. [ABSTRACT FROM AUTHOR]

Studies consistently report that individuals believe they are far more ethical than co-workers, superiors, or managers in other firms. The present study confirms this finding when comparing undergraduate students' own ethical standards to their perceptions of the standards held by most managers or supervisors. By maintaining a "holier than thou" ethical perception, new and future managers might rationalize their unethical behavior as being necessary for success in an unethical world. A prisoner's dilemma type problem can be said to exist when choosing an unethical behavior becomes each player s dominant strategy and the interaction of dominant behaviors is Pareto inferior. Dispelling the "holier than thou" perception may encourage students to revise their personal behavior payoffs such that the collective benefits that emanate from ethical conduct are favored and the prisoner's dilemma problem is convened into a coordination problem. [ABSTRACT FROM AUTHOR]

It is obvious that people experience ethical conflicts, and that many of these conflicts occur at work. We do not yet know empirically whether or how these experiences affect productivity. A person experiencing an ethical conflict will, at a minimum, be distracted. It seems likely that the incident will have a negative impact on his or her job performance. The kinds or degree of impact ethical conflicts have on productivity have not yet been determined scientifically. The purpose of this paper is to encourage empirical investigation of the phenomena of the experience of ethical conflict at work and the impact these kinds of incidents have on job performance. [ABSTRACT FROM AUTHOR]

This study sought to identify factors related to employee perceptions of the accuracy of performance ratings they received using a subjective rating system. It also sought to determine if the relationship between these correlates and perceived fairness and accuracy was moderated by employee sex and/ or race. The results were based on the analysis of items from questionnaires completed by 234 government employees whose job performance was rated on a graphic rating scale. A factor analysis of the predictor items yielded three factors. The first factor dealt with employees' confidence in their supervisors' qualifications to accurately rate their performance, the second with matters related to a discussion of appraisal outcomes (i.e., rewards and career progress), and the third with the relevance of the appraisal instrument. The measure of perceived fairness and accuracy was regressed onto scores derived for each of the three factors, plus a set of contrast variables representing the various race/sex groupings and a set of demographic variables (viz., job tenure, education level, and supervisory status). Factors 1 and 2, race, and supervisory status were found to be significantly related to perceived fairness and accuracy. Moreover, the relationship of the criterion with job tenure was moderated by race, that with factor 2 was moderated by sex. Management implications of these findings are discussed. [ABSTRACT FROM AUTHOR]

The lack of documentation of women's farm work makes it difficult to assess women's contributions to farm businesses. A survey of farm women in western Canada showed that while younger women were more likely to have a farm work role, they also saw more barriers to farm work than older women. Variations in women's farm work may be a result of cohort differences in socialization for farm work, of farm cycle, or of family cycle. Incorporation of off-farm and household work into the analysis of women's contributions to the farm business is suggested as a more comprehensive method of assessing their work involvement. [ABSTRACT FROM AUTHOR]

This experiment investigated the impact of four variables, hypothesized to convey cues as to sex-role appropriate behavior, on gender differences in reward allocations between self and a co-worker. These variables were: expectations for future interactions with the co-worker, sex of co-worker, type of reward, and type of allocation decision. Males and females were asked to indicate how they would allocate money or course points between themselves and a same or opposite sex co-worker with inferior performance. Females allocated either type of reward more equitably than males when making independent allocations. When making joint (zero-sum) allocations, however, both sexes allocated rewards more equitably with a same-sex co-worker than with an opposite-sex co-worker when future interaction with the co-worker was expected. Grades were seen as more important than money by both sexes, and both men and women allocated course points more equitably than money. Type of reward did not, however, differentially affect men's and women's allocation patterns. Overall, independent allocations were more equitable than joint allocations. Results are discussed as suggesting that gender differences in reward allocations are not a result of inherent personality differences between the sexes but rather reflect the influence of situational factors that can arouse sex-role specific self-presentational concerns. [ABSTRACT FROM AUTHOR]

Managers in a large corporation evaluated application materials representing one of eight hypothetical/ob candidates. In order to examine the effects of two types of information on sex bias, three factors were manipulated in a factorial design: (1) Applicants were either male or female engineers, (2) they appeared highly competent or moderately competent based on academic performance; (3) they were applying for an engineering fob that entailed either technical engineering tasks or managerial tasks in addition to the technical tasks. Greater discrimination against women occurred in evaluations for the technical-managerial job, even with highly competent applicants. These results are explained in terms of ambiguity: Because it was not obvious that applicants would succeed on the additional managerial tasks, the evaluators resorted to stereotypes in order to make their predictions. [ABSTRACT FROM AUTHOR]

This study investigated the conditions under which a male would denigrate a female because of her competence. Sixty-four male subjects either cooperated or competed on anagram tasks with high/low competence male or female co-workers in the presence of a male or a female experimenter. Subsequently, these subjects evaluated their co-workers. No evidence was found to support the notion that males rejected a female partner because of her competence. In fact, some measures revealed that competent females were valued over their male counterparts in the cooperative conditions. Unexpectedly, sex of the experimenter interacted significantly with sex of the co-worker to determine the subject's responses to his partner's competence on two of the dependent measures. The discrepancies between these findings and earlier research findings are addressed. The implications for females in a mixed-sex work context are discussed. [ABSTRACT FROM AUTHOR]

The role of job performance in the turnover process has been a problematic for researchers and managers alike. The present study provides a preliminary test of two key predictions derived from a conceptual model refining the role of job performance as a direct impact on turnover, and a moderator of the job satisfaction—turnover relationship. The results support differing roles for intrinsic and extrinsic satisfaction components in their relationship with turnover for retail store managers performing at low, average and high levels. [ABSTRACT FROM AUTHOR]