Showing papers on "Job performance published in 1990"
TL;DR: In this paper, the authors report a positive relationship of employees' perception of being valued and cared about by the organization with conscientiousness in carrying out conventional job responsibilities, expressed affective and calculative involvements in the organization, and innovation on behalf of the organization in the absence of anticipated direct reward or personal recognition.
Abstract: Two studies report a positive relationship of employees' perception of being valued and cared about by the organization with (a) conscientiousness in carrying out conventional job responsibilities, expressed affective and calculative involvements in the organization, and (e) innovation on behalf of the organization in the absence of anticipated direct reward or personal recognition. In Study 1, involving six occupations, positive relationships of perceived support with job attendance and perforrnance were found. In Study 2, using manufacturing hourly employees and managers, perceived support was positively related to affective attachment, performance outcome expectancies, and the constructiveness of anonymous suggestions for helping the organization. These results favor the extension and integration of emotion-based and caleulative theories of organizational commitment into a social-exchange approach. The concept of organizational commitment has attracted considerable interest as an attempt to understand the intensity and stability of employee dedication to work organizations. Two major views of employee dedication focus on affective attachment and calculative involvement, respectively, which are usually considered to be conceptually and empirically distinct (McGee & Ford, 1987; Meyer, Paunonen, Gellatly, Gotiin, & Jackson, 1989; Morrow, 1983; Penley & Gould, 1988; Reichers,
2,850 citations
TL;DR: The authors examined relationships among race, organizational experiences, job performance evaluations, and career outcomes for black and white managers from three work organizations, and found that black managers had better career outcomes than white managers.
Abstract: This study examined relationships among race, organizational experiences, job performance evaluations, and career outcomes for black and white managers from three work organizations. Compared to wh...
2,335 citations
01 Jan 1990
1,471 citations
TL;DR: The high performance cycle model as discussed by the authors combines aspects of the following theories: goal setting, expectancy, social-cognitive, attribution, job characteristics, equity, and turnover-commitment.
Abstract: After decades of research it is now possible to offer a coherent, data-based theory of work motivation and job satisfaction. The present model combines aspects of the following theories: goal setting, expectancy, social-cognitive, attribution, job characteristics, equity, and turnover-commitment. The resulting model is called the high performance cycle. It begins with organizational members being faced with high challenge or difficult goals. If high challenge is accompanied by high expectancy of success or self-efficacy, high performance results, given that there is: commitment to the goals, feedback, adequate ability, and low situational constraints. High performance is achieved through four mechanisms, direction of attention and action, effort, persistence, and the development of task strategies and plans. High performance, if rewarding, leads to job satisfaction, which in turn facilitates commitment to the organization and its goals. The model has implications for leadership, self-management, and educa...
885 citations
TL;DR: Thirty-three items originally developed to measure three dimensions of nurses' job satisfaction were subjected to a series of checks designed to determine the number of dimensions being measured and the reliability and validity of the measures of these dimensions.
Abstract: Thirty-three items originally developed to measure three dimensions of nurses' job satisfaction were subjected to a series of checks designed to determine the number of dimensions being measured and the reliability and validity of the measures of these dimensions. Although the hypothesis of only three dimensions was not supported, the eight interpretable factors that did emerge could meaningfully be placed within these three dimensions. The eight factors were satisfaction with extrinsic rewards, scheduling, family/work balance, co-workers, interaction, professional opportunities, praise/recognition, and control/responsibility. Internal consistency and test-retest reliabilities are reported, as well as checks for criterion-related and construct validity.
459 citations
TL;DR: The Army Selection and Classification Project has produced a comprehensive examination of job performance in 19 entrylevel Army jobs (Military Occupational Specialties) sampled from the existing population of entry-level positions as discussed by the authors.
Abstract: The Army Selection and Classification Project has produced a comprehensive examination of job performance in 19 entry-level Army jobs (Military Occupational Specialties) sampled from the existing population of entry-level positions. Multiple methods of job analysis and criterion measurement were utilized in a subsample of nine jobs to generate over 200 performance indicators, which were then used to assess performance in a combined sample of 9,430 job incumbents. An iterative procedure involving a series of content analyses and principal components analyses was used to develop a basic array of up to 32 criterion scores for each job. This basic set of scores formed the starting point of an attempt to model the latent structure of performance in this population of jobs. After alternative models were proposed for the latent structure, the models were submitted to a goodness-of-fit test via LIS-REL VI. After accounting for two components of method variance, a five-factor solution was judged as the best fit. The implications of the results and the modeling procedure for future personnel research are discussed.
430 citations
TL;DR: In this article, a predictor battery of cognitive ability, perceptual-psychomotor ability, temperament/personality, interest, and job outcome preference measures was administered to enlisted soldiers in nine Army jobs.
Abstract: A predictor battery of cognitive ability, perceptual-psychomotor ability, temperament/personality, interest, and job outcome preference measures was administered to enlisted soldiers in nine Army jobs. These measures were summarized in terms of 24 composite scores. The relationships between the predictor composite scores and five components of job performance were analyzed. Scores from the cognitive and perceptual-psychomotor ability tests provided the best prediction of job-specific and general task proficiency, while the temperament/personality composites were the best predictors of giving extra effort, supporting peers, and exhibiting personal discipline. Composite scores derived from the interest inventory were correlated more highly with task proficiency than with demonstrating effort and peer support. In particular, vocational interests were among the best predictors of task proficiency in combat jobs. The results suggest that the Army can improve the prediction of job performance by adding non-cognitive predictors to its present battery of predictor tests.
404 citations
TL;DR: This paper found that both linear and non-linear components are present in relationships between job features and well-being, and that there is no evidence for a synergistic interaction between decision latitude and job demands.
Abstract: Karasek (1979) drew attention to the possibilities that job characteristics may be non-linearly associated with employee well-being, and that they may combine interactively in relation to well-being. This paper examines those issues, and finds that both linear and non-linear components are present in relationships between job features and well-being. However, there is no evidence for a synergistic interaction between decision latitude and job demands. Those job features are differentially predictive of two aspects of well-being: job-related depression-enthusiasm and anxiety-contentment.
369 citations
TL;DR: In this paper, the authors defined task revision as action taken to correct a faulty procedure, an inaccurate job description, or a role expectation that is dysfunctional for an organization, and found that goal setting inhibited task revision: instructions to "do your best" were superior to a specific goal.
Abstract: This study addressed the problem of task revision, a virtually unresearched issue in the work performance literature. We defined task revision as action taken to correct a faulty procedure, an inaccurate job description, or a role expectation that is dysfunctional for an organization. Two experiments were constructed to measure task revision and test for its determinants. Results showed that goal setting inhibited task revision: instructions to "do your best" were superior to a specific goal. Facilitators of task revision were the salience of alternatives and being in a supervisory position with accountability pressures. We discuss the implications of these results in terms of the functions of counter-role behavior for organizations and the need to broaden the construct of work performance. Work performance has long occupied a central role in organizational research. It was the primary issue during the beginnings of industrial psychology (e.g., Munsterberg, 1913), of major concern during the human relations movement (e.g., Likert, 1961), and at center stage as empirical research blossomed in organizational behavior (e.g., Vroom, 1964). Now voluminous, the literature on work performance ranges from the extensive study of organizational and social factors that influence work behavior to the analysis of cognitive processes underlying task effort. In recent years, the most common form of performance research has translated the issue into a cognitive question. The aim has not only been to find conditions under which people will work harder, but to explain the mental processes underlying task activity. For example, early versions of need theory, which emphasized stages and growth in human desires, have gradually given way to expectancy models in which valued outcomes are a part of a cognitive calculus hypothesized to precede behavior. Likewise, reinforcement theory, with its emphasis on external incentives and behavioral learning, has been overtaken by goal-setting approaches in which salient outcomes serve as mental targets for behavior. Though we do not yet know exactly how individuals process information in performance contexts,
349 citations
TL;DR: In this article, the authors examined interviewers' assessments of job applicants in terms of both general and firm-specific employability (i.e., fit), and found that assessment of general employability differ from assessment of firm specific employability.
Abstract: Although both strategic management theorists and practicing recruiters endorse selecting applicants on the basis of “fit,” precise delineation of fit in a selection context remains elusive. Moreover, the majority of previous work in this area has been based on anecdotes, case studies, or prescriptions rather than empirical evidence. The present investigation examines interviewers' assessments of job applicants in terms of both general and firm-specific employability (i.e., fit). Results suggest that (1) assessments of general employability differ from firm-specific assessments, (2) there is a firm-specific component to interviewers' evaluations of job applicants, and (3) interpersonal skills, goal orientation, and physical attractiveness contribute to assessments of fit (holding general employability constant), while objective qualifications (e.g., grade point average, extracurricular offices, years experience) do not. Suggestions for future research are offered.
TL;DR: In this paper, the levels of a store's busyness and customer demand influence the emotions service employees express, and the level of customer demand is correlated with the emotions they express.
Abstract: This study replicates and extends our prior research on expressed emotions. We propose that the levels of a store's busyness and customer demand influence the emotions service employees express dur...
TL;DR: In this paper, the authors examined the relationship of job stress, job stressors, and Type-A behavior pattern with employees' job satisfaction, organizational commitment, psychosomatic health problems, and turnover motivation among full-time nurses working in a large Canadian hospital.
Abstract: The present study examined the relationship of job stress, job stressors, and Type-A behavior pattern with employees' job satisfaction, organizational commitment, psychosomatic health problems, and turnover motivation among full-time nurses (N = 215) working in a large Canadian hospital. Both job stress and stressors (role ambiguity, overload, conflict, and resource inadequacy) were significantly related to four outcome variables. Type-A behavior was associated with high job stress, high role ambiguity, conflict, resource inadequacy, and psychosomatic health problems. In addition, Type-A behavior was found to be an important moderator of the stress-outcome relationships. Implications of the findings for management and for future research are highlighted.
TL;DR: This paper examined the relative explanatory powers of age and total years of experience in an occupation for predicting supervisory ratings of work performance and found that experience was a better predictor of performance than age.
Abstract: This study examined the relative explanatory powers of age and total years of experience in an occupation for predicting supervisory ratings of work performance. As predicted, results indicated that experience was a better predictor of performance than age. A breakdown of jobs into five occupational groupings revealed a moderating effect for occupational type. Findings also showed that age and experience exhibit nonlinear relationships with performance.
TL;DR: The complexity of the organizational commitment construct and respondent-generated behavioral manifestations of the job attitude are explored within the context of an empirical study as mentioned in this paper, revealing that each dimension of commitment relates differently to work outcomes and that none of the dimensions is able to predict the commonly studied presence behaviors (absenteeism and tardiness).
Book•
01 Jan 1990
TL;DR: Worker Satisfaction and Positive Employee Attitudes and Behaviors are discussed in this article, as well as stress and negative employee attitudes and behaviors in the context of industrial/organizational psychology.
Abstract: I. INTRODUCTION. 1. Introduction: Definitions and History. 2. Research Methods in Industrial/Organizational Psychology. Appendix: Statistical Analysis of Research Data. II. PERSONNEL ISSUES. 3. Job Analysis. 4. Employee Selection. 5. Evaluating Employee Performance. 6. Employee Training and Development. III. WORKER ISSUES. 7. Motivation. 8. Job Satisfaction and Positive Employee Attitudes and Behaviors. 9. Worker Stress and Negative Employee Attitudes and Behaviors. IV. WORK GROUP AND ORGANIZATIONAL ISSUES. 10. Communication in the Work Place. 11. Group Processes in Work Organizations. 12. Leadership. 13. Influence, Power, and Politics. 14. Organizational Structure, Culture, and Development. 15. Human Factors and Occupational Health Psychology.
TL;DR: In this article, the authors examined whether AS and II differentially predict work performance (number of insurance policies sold), work attitudes (job satisfaction), and depression in a sample of 117 life insurance salespersons.
Abstract: Recent research suggested that two dimensions of Type A behavior, namely, Achievement Strivings (AS) and Impatience-Irritability (11), differentially predict physical health and performance outcomes. The present study extends this research and examines whether AS and II differentially predict work performance (number of insurance policies sold), work attitudes (job satisfaction), and depression in a sample of 117 life insurance salespersons. As hypothesized, after statistically controlling for relevant biographical variables and II, AS predicted the number of policies sold and job satisfaction but was not related to depression. After partialing out the effect of relevant biographical variables and AS, II was associated with depression but not with the number of policies sold. In addition, controlling for the same variables, 11 was negatively associated with job satisfaction. Implications for the prediction of sales performance, job satisfaction, and depression, and interventions designed to decrease the negative consequences of Type A by reducing II but not AS, are discussed.
TL;DR: In this paper, the authors investigate the relationship between four personal difference variables and job outcomes of retail store managers and also investigate the influence of job tension on managerial perf... and find that job tension is correlated with job satisfaction.
Abstract: The authors investigate the relationships between four personal difference variables and job outcomes of retail store managers. They also investigate the influence of job tension on managerial perf...
TL;DR: A theoretical model was developed and evaluated which describes the differential relationship that organizational attitudes (organizational commitment and satisfaction job attitudes (job involvement and satisfaction) have with several behavioral intentions (turnover, absenteeism, and performance) as discussed by the authors.
Abstract: A theoretical model was developed and evaluated which describes the differential relationship that organizational attitudes (organizational commitment and satisfaction job attitudes (job involvement and satisfaction) have with several behavioral intentions (turnover, absenteeism, and performance). One hundred and fifty-seven male and 409 female participants filled out a survey. Results generally supported the proposed model.
01 Aug 1990
TL;DR: In this paper, a general model relating leader motives, charisma and performance was developed and tested with data on American presidents and found that presidential motives and charisma together accounted for 37 percent of their charisma.
Abstract: A general model relating leader motives, charisma and performance was developed and tested with data on American presidents Presidential motives and charisma together accounted for 37 percent of o
TL;DR: In this article, a survey study was conducted based on a sample of 219 service deliverers to the elderly in a large midwestern city and it was hypothesized that need satisfaction is positively related to organizational identification, job satisfaction, job involvement, job effort, job performance, and negatively related to personal alienation.
Abstract: Quality of work life (QWL) was conceptualized in terms of need satisfaction stemming from an interaction of workers' needs (survival, social, ego, and self-actualization needs) and those organizational resources relevant for meeting them. It was hypothesized that need satisfaction (or QWL) is positively related to organizational identification, job satisfaction, job involvement, job effort, job performance; and negatively related to personal alienation. A survey study was conducted based on a sample of 219 service deliverers to the elderly in a large midwestern city. The results were consistent with the hypotheses. Managerial implications were also discussed.
Book•
01 Jan 1990
TL;DR: The Larger Context of Organizational Behavior is discussed in this paper, where the authors present an overview of organizational behavior in the context of diversity and inclusion in the workplace, focusing on perception, attitude, and personality.
Abstract: Contents: Part I:Introduction. Organizational Behavior: A Management Challenge. Part II:Individual Behavior. Foundations: Perception, Attitudes, and Personality. Learning and Motivation. Individual Decision Making. Conflict in Organizations. Part III:Behavior in Groups. Groups and Teams. Power, Politics, and Influence. Group Decision Making. Leadership. Part IV:Managing for Performance. Organizational Entry and Socialization. Job Design. Maintaining Performance. Part V:The Larger Context of Organizational Behavior. The Environment. Organizational Structure and Design. Managing Change. Inclusion: Managing Diversity in the Workplace.
Book•
01 Aug 1990
TL;DR: The Self-Directed Work Team (SWD) as discussed by the authors is a service and manufacturing concept that allows employees from diverse areas of a company to work together efficiently so the organization can compete more effectively.
Abstract: "Self-Directed Work Teams" shows employees from diverse areas of a company how to work together efficiently so the organization can compete more effectively. It includes case histories from TRW, Cummins Engine, General Electric, Blue Cross of Ohio, Hughes Tool and many others. It provides: a practical "why, what and how" for understanding and implementing this revolutionary new service and manufacturing concept; the means for motivating line employees and improving job performance; a blueprint for increasing employee productivity; and a method that reduces the need for lawyers of corporate bureaucracy.
TL;DR: In this paper, the authors examined the organizational specificity of biodata validity results from the methods typically used to select and key items and showed that the two most valid predictors of job performance are cognitive ability tests and biodata instruments.
Abstract: The hypothesis was examined that organizational specificity of biodata validity results from the methods typically used to select and key items. In this study, items were initially screened for job relevance, keying was based on large samples from multiple organizations, and items were retained only if they showed validity across organizations. Cross-validation was performed on approximately 11,000 first-line supervisors in 79 organizations. The resulting validities were meta-analyzed across organizations, age levels, sex, and levels of education, supervisory experience, and company tenure. In all cases, validities were generalizable. Validities were also stable across time and did not appear to stem from measurement of knowledge, skills, or abilities acquired through job experience. Finally, these results provide additional evidence against the hypothesis of situational specificity of validities, the first large-sample evidence in a noncognitive domain. Substantial evidence now indicates that the two most valid predictors of job performance are cognitive ability tests and biodata instruments. The quantitative review of the literature by Hunter and Hunter (1984) has estimated the average validity of tests of general cognitive ability against supervisory ratings of overall job performance as .47, whereas the average (cross
TL;DR: The authors examined the buffering model of social support with respect to the moderating effect of supervisory support on the relationship between job stress and job dissatisfaction for 96 workers for a period of three months.
Abstract: This investigation examined the buffering model of social support with respect to the moderating effect of supervisory support on the relationship between job stress and job dissatisfaction for 96 ...
TL;DR: The authors examined the assoication between Canadian unions and their member's attitudes and found that unionized workers in Canada are less satisfied with the quality of their jobs than non-union workers.
Abstract: This paper examines the assoication between Canadian unions and their member' attitudes. Data on job satisfaction indicate that unionized workers in Canada are less happy with the quality of their jobs than non-union workers. The former, however, are more satisfied with their financial compensation and job security than non-members.
TL;DR: The authors examined the moderating role of perceived control on the relations between Type A behavior and worker performance, job satisfaction, and somatic complaints, and found that perceived control had a negative effect on worker performance.
Abstract: This research examined the moderating role of perceived control on the relations between Type A behavior and worker performance, job satisfaction, and somatic complaints. Results suggest that peopl...
TL;DR: In this paper, an evolutionary model of organizational change through the selective retention of jobs is described, which can operate in addition to top-down planned organizational change, providing another engine of organizational transformation over time.
Abstract: This paper describes an evolutionary model of organizational change through the selective retention of jobs. This type of change can operate in addition to top-down planned organizational change, providing “another engine” of organizational transformation over time. All evolutionary change processes require that there be a system for replicating activities over time, a source of variation in activities, and mechanisms which permit some activities to persist while others do not. In this model, formalized job systems and related management practices provide the mechanism for the replication of job activities. Idiosyncratic jobs—or jobs created around particular people rather than in the abstract—serve as a mechanism for unplanned variation in sets of job duties. Finally managerial actions such as layoffs, reorganizations, budget changes and copying jobs from other areas lead to the selective retention of some sets of job activities over others. The organizational change created by these processes may or may...