PSY 3711 1st Edition Lecture 3 Outline of Last Lecture II Overview of research in I O III Statistical Procedures IV Research Methods Outline of Current Lecture II Importance of job performance III What job performance is and what it is not IV Campbell s multidimensional model of job performance V Content versus process models of performance VI Briefly touch on performance measurement with more for next time Current Lecture II Importance of job performance a Individual performance matters i Individual performance drives the economy ii Basic building block of all other aggregates 1 i e team unit organizational country iii Nevertheless antecedents and consequences have received more attention 1 Between 2008 2014 of 1 914 dependent variables in primary research articles in JAP PPsych and AMJ only 350 18 were measures of individuals at work III What job performance is and what it is not a Historically no attempts to model performance These notes represent a detailed interpretation of the professor s lecture GradeBuddy is best used as a supplement to your own notes not as a substitute b The criterion problem i There wasn t a way to measure performance c Make work fix use measures that approximate ultimate criterion d Good performance criteria i Well defined and specific ii Reliably measured makes it a lot easier for raters to be able to tell if xyz is the target behavior iii Practically useful can t be ridiculously long Has to capture the major pieces that matter to the organization iv Relevant i e valid needs to be actually related to the job v No deficiency missing info 1 Measures are a way to look at observable behavior representing the unobservable construct vi No contamination unrelated info e Models and measures i Models theoretical conceptualizations about the nature of reality i e latent structure ii Measures act as an imperfect bridge between the concept and the observable worlds by making the concepts into operational scales iii Though models and measures are imperfect through the research process both are honed as they iterate towards the truth IV Campbell s multidimensional model of job performance a Performance is i Observable actions and behaviors of individuals ii Under the control of the individual iii Can be scaled ranked in degree of proficiency iv Relevant to organizational goals b Key characteristics of definition i Flexible behaviors goals proficiency levels may change over time ii General content of behaviors goals proficiency levels could be made more specific c Performance needs to be about observable behaviors that people do d Performance is not i determinants of performance like trait state intervention situational characteristic variables ii outcomes of performance like sales promotions and stock price 1 Effectiveness evaluation of performance because outcomes are often due to factors outside the individuals control 2 Productivity ratio of effectiveness output to cost of achieving that effectiveness level input e Indirect determinants i Traits relatively stable enduring characteristics over individual s working life like cognitive ability personality traits motivations and biological sex ii States individual characteristics that are changeable and less stable over time like previous job knowledge iii Treatments organizational interventions to increase individual performance like training and setting goals f Direct determinants i Operate in real time and mediate indirect determinants ii Declarative knowledge right now job knowledge iii Procedural knowledge and skill right now job skill iv Motivation right now motivation 1 direction decision to direct effort 2 magnitude intensity of effort to put in 3 persistence how long to put in this effort g 8 Factor Model of Performance i Technical performance 1 Varies by substantive area and complexity 2 Includes core interpersonal tasks and customer service 3 e g the skills needed to be a car mechanic ii Communication 1 ability to communicate clearly understandably and compellingly 2 also includes formal informal and nonverbal communication iii Initiative persistence and effort 1 This factor must be composed of observable actions It refers to working extra hours voluntarily taking on extra tasks going beyond prescribed responsibilities and working under adverse conditions iv Counterproductive work behaviors 1 Behaviors that have a negative effect on the goals of an organization 2 There are two major types interpersonal and organizational deviance h Proximal and distal outcomes i The higher one s position in the organizational hierarchy the larger the potential impact of distal outcomes ii e g influence of a CEO is much higher than for a low level manager i Features of the performance model i The model is a synthesis of the literature ii It is intended to encompass individual team member and management and leadership performance modeling iii Because it is general the latent structure is essentially invariant across organizational levels contexts functions sectors and types of organizations iv This does not preclude varying degrees of importance for the factors as a function of the specific work role changes in goals or the properties of the context The model is meant to be flexible and can change based on the job V Content versus process models of performance a Focus has been on a model of performance content but performance can change b Individuals may change and have increased decreased performance over time with the same requirements c Requirements of performance may change i behavioral and or cognitive content of the requirements ii level of performance expected iii conditions under which a particular level of performance is expected d Although content and process model differ they are complementary In this way changes may occur but they change within the 8 factors of performance