M
Michael A. Campion
Researcher at Purdue University
Publications - 144
Citations - 18938
Michael A. Campion is an academic researcher from Purdue University. The author has contributed to research in topics: Job design & Job performance. The author has an hindex of 60, co-authored 141 publications receiving 17570 citations. Previous affiliations of Michael A. Campion include North Carolina State University & Saint Petersburg State University.
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Journal ArticleDOI
Getting Rid of Performance Ratings: Genius or Folly? A Debate
Seymour Adler,Michael A. Campion,Alan L. Colquitt,Amy Grubb,Kevin R. Murphy,Rob Ollander-Krane,Elaine D. Pulakos +6 more
TL;DR: The pros and cons of retaining performance ratings were the subject of a lively, standing-room-only debate at the 2015 Society for Industrial and Organizational Psychology conference in Philadelphia (Adler, 2015) as discussed by the authors.
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Interdisciplinary Examination of the Costs and Benefits of Enlarged Jobs: A Job Design Quasi-Experiment
TL;DR: Campion et al. as mentioned in this paper examined the costs and benefits of job enlargement in an interdisciplinary framework and found that enlarged jobs had better motivational design and worse mechanistic design.
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What you do depends on where you are: understanding how domestic and expatriate work requirements depend upon the cultural context
TL;DR: This article found that social and perceptual skill, reasoning ability, and adjustment-and achievement-orientation personality requirements are higher in expatriate assignments, which has implications for pre-departure selection.
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The team role test: development and validation of a team role knowledge situational judgment test.
TL;DR: In this paper, the authors introduce the concept of team role knowledge and investigate its potential usefulness for team member selection, and show that role knowledge also provided incremental validity beyond mental ability and the Big Five personality factors in the prediction of role performance.
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Minimizing tradeoffs when redesigning work: evidence from a longitudinal quasi‐experiment
TL;DR: The authors developed a work redesign process that suggests the tradeoffs can be minimized if both motivational and mechanistic approaches are explicitly considered when work is designed and the ultimate outcomes of the design effort (e.g., satisfaction, efficiency, or both) are taken into account when work was redesigned.