Showing papers on "Contextual performance published in 1988"

Job experience correlates of job performance.

Abstract: Although measures of job experience are frequently-used screening devices in the selection of employees, personnel psychologists have devoted little attention to their usefulness. This article quantitatively summarizes data on the relation between job experience and job performance from a total sample of 16,058. The correlation between job experience and job performance was found to be moderated by two variables: length of experience and job complexity. The highest correlations were obtained in populations with low mean levels of job experience and for jobs that place low levels of cognitive demands on employees. Results appear to be consistent with the causal model of job performance proposed by Schmidt, Hunter, and Outerbridge (1986).

Managerial Job Change: Men and Women in Transition

Abstract: Work role transitions are among the most significant yet least understood forms of social change, and how they affect individuals' careers, self-concepts and organizational adjustment is of great practical and theoretical importance This book provides the first comprehensive, large-scale study of the causes, form and outcomes of job change Focussing on one of the most influential segments of society - middle to senior managers - the book offers a new theoretical approach to the analysis and understanding of job change The authors ask how much job change is taking place, assess who is most affected, and evaluate the psychological consequences for the individual manager They discuss organizations' handling of job transitions, and provide a unique focus on women in management, evaluating how their experience of careers and job change differs from men's This book presents important new findings to specialists in life-span development, careers, managerial performance and organizational behaviour It also offers the non-specialist insights into wider questions, such as the relationship between social change and organizational life, and the individual's experience of changes in industrial society's structures, practices and values

Joint relation of experience and ability with job performance: Test of three hypotheses.

Abstract: Data from four different jobs (TV = 1,474) were used to evaluate three hypotheses of the joint relation of job experience and general mental ability to job performance as measured by (a) work sample measures, (b) job knowledge measures, and (c) supervisory ratings of job performance. The divergence hypothesis predicts an increasing difference and the convergence hypothesis predicts a decreasing difference in the job performance of highand low-mental-ability employees as employees gain increasing experience on the job. The noninteractive hypothesis, by contrast, predicts that the performance difference will be constant over time. For all three measures of job performance, results supported the noninteractive hypothesis. Also, consistent with the noninteractive hypothesis, correlational analyses showed essentially constant validities for general mental ability (measured earlier) out to 5 years of experience on the job. In addition to their theoretical implications, these findings have an important practical implication: They indicate that the concerns that employment test validities may decrease over time, complicating estimates of selection utility, are probably unwarranted.

The Job analysis handbook for business, industry, and government

Abstract: JOB ANALYSIS HISTORY AND FOUNDATION: Job Analysis in the World of Work History of Job Analysis in U.S. Military Organizations USES FOR JOB ANALYSIS RESULTS IN ORGANIZATION ADMINISTRATION: Job Descriptions Wage Incentives USE FOR JOB ANALYSIS RESULTS IN HUMAN RESOURCE MANAGEMENT: Manager Assessment and Research Task-Based Training Program Development PLANNING FOR JOB ANALYSIS: Organizing and Maintaining Acceptance of Job Analysis Selecting a Job Analysis Approach METHODS FOR OBTAINING JOB INFORMATION Content Analysis of Job Documentation Observing the Work INDUSTRIAL ENGINEERING JOB ANALYSIS METHODS: Motion Study Methods Time Study Methods HUMAN FACTORS JOB ANALYSIS METHODS: Human Factors in Systems Design WORKER-BASED PSYCHOLOGICAL JOB ANALYSIS METHODS Job Element Analysis.

The psychology of work and human performance

Abstract: 1. The Field of Industrial and Organizational Psychology. 2. Research in the Organizational Setting. 3. Recruiting and Selecting Personnel. 4. Assessing the Abilities of Personnel. 5. Training: Development, Methods, and Evaluation. 6. Appraising Performance. 7. Motivation: Understanding Differences in Performance. 8. Job Satisfaction. 9. Organizational Leadership. 10. Group Behavior in the Workplace. 11. Special Populations in the Workplace: Women, Minorities, and Older Workers. 12. The Nature of Organizations. 13. Organization Development. 14. Human Factors and Working Conditions. 15. I/O Psychology and Worker Health.

How job dissatisfaction leads to employee turnover

Abstract: This study replicated a test of Mobley's (1977) model of how job dissatisfaction leads to employee turnover when all of the theory's components were included in the analysis. This study extended the Mobley model by examining whether the theory also applies to organizational commitment and job involvement when substituted for job satisfaction. Results generally supported the model and the extensions to organizational commitment and job involvement. Theoretical and business implications are discussed.

Industrial/organizational psychology: Science and practice.

Abstract: Description and history of I/O psychology. An organization, an I/O psychologist, and her methods and procedures. Job-performance criteria. Measurement and evaluation of work performance. Predictors of job performance. Personnel decision making systems. Personnel training. Work motivation. Job satisfaction and attitudes. Leadership and management. Labor unions. Organizations and behavior. Organizational change. Work conditions and the work environment.

Burnout, job satisfaction, and job performance

Abstract: Job “burnout” is often used in ways not well distinguished from older concepts, such as job dissatisfaction and poor performance. An attempt was made to distinguish the three notions, both theoretically and operationally, and to investigate their presumably distinctive correlates in two samples of employees 248 nurses (professional sample) and 108 service employees (non-professional). In both samples the three measures were inter-correlated, but burnout could be distinguished from subjective incompetence in that the latter state was found most commonly among employees of junior status. In the professional sample, but not in the non-professional sample, burnout could barely be distinguished from job dissatisfaction, in that the latter state was somewhat less associated with the personality characteristics of “striver/ achiever” (a component of “Type A personality”) and commitment to life (a component of “hardiness”. Nevertheless, more theoretical and operational attention are needed if clear disti...

Managerial Job Change

Abstract: Work role transitions are among the most significant yet least understood forms of social change, and how they affect individuals' careers, self-concepts and organizational adjustment is of great practical and theoretical importance. This book provides the first comprehensive, large-scale study of the causes, form and outcomes of job change. Focussing on one of the most influential segments of society - middle to senior managers - the book offers a new theoretical approach to the analysis and understanding of job change. The authors ask how much job change is taking place, assess who is most affected, and evaluate the psychological consequences for the individual manager. They discuss organizations' handling of job transitions, and provide a unique focus on women in management, evaluating how their experience of careers and job change differs from men's. This book presents important new findings to specialists in life-span development, careers, managerial performance and organizational behaviour. It also offers the non-specialist insights into wider questions, such as the relationship between social change and organizational life, and the individual's experience of changes in industrial society's structures, practices and values.

Relation of Job Satisfaction and Job Knowledge and Their Effect on Intention to Turnover

Abstract: The construct of job knowledge has received increasing attention from researchers interested in the relations with variables such as performance ratings, work experience, job sample test scores, and ability. The purpose of the present study was to estimate the previously unexamined relationship of job knowledge to both job satisfaction and intention to turnover. Although job satisfaction and intention to turnover were negatively correlated as predicted, the job knowledge of 60 MBA students was independent of the other two variables.

Breadwinner vs. Non-Breadwinner Differences in Married Women's Job Satisfaction and Perceptions of Organizational Climate

Abstract: The present study investigated differences in job satisfaction, interpersonal values, and perceptions of organizational climate between "breadwinning" and non-breadwinning married working women in a private sector organization. The data suggested that the breadwinners were significantly more satisfied with their pay and their opportunities for promotion and that they perceived a more favorable reward system in the organization. The results suggest that the family status of employees may be a variable important in accounting for variance in organizational behavior and for identifying issues particularly salient to female employees.

Moderating effects of age, education, and tenure on the job satisfaction-job performance relationship

Abstract: An exploratory investigation was conducted to clarify the role of age, education level attained, and tenure as potential moderators of the relationship of job satisfaction and job performance for information systems personnel. Participants in an empirical study included 202 individuals from twelve computer centers.No support was found for age, education level attained, and tenure as moderators. This lack of support extended beyond a summated measure of total job performance to each of the component performance measures: quantity of work, quality of work, job knowledge, job judgment, job initiative, adaptability, cooperation, and innovativeness. A small statistically significant relationship was found for these variables on job knowledge and job judgment.

Using Supervisory‐based Job Analysis to Integrate and Support Human Resource Programmes

Abstract: The supervisor job analysis process was initially developed in a large US fast food chain for establishing selection criteria. As supervisors started using this tool, their interest and enthusiasm led the firm to expand it beyond its original purpose to include the other components of performance. The process is discussed and its use by line management in developing job evaluation dimensions, selection criteria, performance appraisal and identifying training needs is described. Finally, the implementation process and effectiveness of the programme is assessed.

Organizational and Contextual Determinants of the Perceived Utility of Performance Appraisals

Abstract: The utility of performance appraisals is not only a measurment or evaluation issue, but to a large extent affected by the organizational and contextual factors. Based on the questionnaire survey among forty units, this study examined the effects of various organizational and contextual factors on the perceived utility of performance appraisal at the individual level and unit level respectively. Among the factors, task variability, role ambiguity and conflict, work overioad, receptiveness to change, group cooperation and leader support are the individual level, contextual ones, whereas unit and job standardization, hierarchy of authority, participation in decision making, decision making structure, organizational communication and goals. and climate for innovation are the unit-level ones The results indicated that these factors did have important impact upon the pe- rceived utility of performance appraisal. The article analyzed and discussed the implications of the findings to the application of performance appraisal systems

Conceptual and Empirical Integration of Job Design and Job Evaluation.

Abstract: This study integrates job design and job evaluation by: (1) demonstrating similar methods, content, and underlying objectives, (2) reviewing previous empirical evidence of interrelationships and si...