On the Distribution of Job Performance: The Role of Measurement Characteristics in Observed Departures from Normality

Beck, James W.; Beatty, Adam S.; Sackett, Paul R.

doi:10.1111/peps.12060

Cited by 46 publications

(66 citation statements)

References 25 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…It is important to note that job performance is typically defined as the actions or behaviors in which a worker engages, rather than the results or outcomes of those actions (Beck et al 2014;Campbell et al 1993;Motowidlo and Kell 2013). Furthermore, there are often multiple means to achieve a goal, meaning a number of different behaviors may be used to achieve the same results or outcomes (e.g., Huang and Zhang 2013;Kruglanski et al 2011).…”

Section: Practical Implicationsmentioning

confidence: 98%

Workload, Risks, and Goal Framing as Antecedents of Shortcut Behaviors

2016

Self Cite

View full text Add to dashboard Cite

Purpose Shortcut behaviors are methods of completing a task that require less time than typical or standard procedures. These behaviors carry the benefit of increasing efficiency, yet can also carry risks (e.g., of an accident). The purpose of this research is to understand the reasons individuals engage in shortcut behaviors, even when doing so is known to be risky. Design/Methodology/Approach We present two laboratory studies (N = 121 and N = 144) in which participants performed an air traffic control simulation. Participants could improve efficiency by taking shortcuts; that is, by sending aircraft off the prescribed flight paths. This design allowed for direct and unobtrusive observation of shortcut behaviors. Findings Individuals who were told that efficiency was an obligation tended to believe that shortcut behaviors had utility for managing high workloads, even when the risks associated with shortcuts were high. Downstream, utility perceptions were positively related to actual shortcut behavior. Implications Although communicating risks may be used to help individuals balance the ''pros'' and ''cons'' of shortcut behaviors, goal framing is also important. Subtle cues indicating that efficiency is an obligation can lead to elevated perceptions of the utility of shortcut behaviors, even when knowing that engaging in shortcut behaviors is very risky. Originality/Value Past research has provided limited insights into the reasons individuals sometimes engage in shortcut behaviors even when doing so is known to be risky. The current research speaks to this issue by identifying workload and obligation framing as antecedents of the decision to take shortcuts.

show abstract

Section: Practical Implicationsmentioning

confidence: 98%

Workload, Risks, and Goal Framing as Antecedents of Shortcut Behaviors

2016

Self Cite

View full text Add to dashboard Cite

show abstract

“…Beck et al () adopted the behavior‐based approach but noted that alternative types of performance indicators that do not conform to a behavior‐based definition “may indeed serve many useful organizational and research purposes” (p. 534). In fact, these two approaches to performance are clearly related.…”

mentioning

confidence: 99%

Cumulative Advantage: Conductors and Insulators of Heavy‐Tailed Productivity Distributions and Productivity Stars

Aguinis

O’Boyle

Gonzalez‐Mulé

et al. 2015

Personnel Psychology

View full text Add to dashboard Cite

We use the metatheoretical principle of cumulative advantage as a framework to understand the presence of heavy-tailed productivity distributions and productivity stars. We relied on 229 datasets including 633,876 productivity observations collected from approximately 625,000 individuals in occupations including research, entertainment, politics, sports, sales, and manufacturing, among others. We implemented a novel methodological approach developed in the field of physics to assess the precise shape of the productivity distribution rather than relying on a normal versus nonnormal artificial dichotomy. Results indicate that higher levels of multiplicity of productivity, monopolistic productivity, job autonomy, and job complexity (i.e., conductors of cumulative advantage) are associated with a higher probability of an underlying power law distribution, whereas lower productivity ceilings (i.e., insulator of cumulative advantage) are associated with a lower probability. In addition, higher levels of multiplicity of productivity, monopolistic productivity, and job autonomy were associated with a greater proportion of productivity stars (i.e., productivity distributions with heavier tails), whereas lower productivity ceilings were associated with a The first and second authors contributed equally to this manuscript. We thank Berrin Erdogan for sharing data described in Erdogan and Bauer (2009);

show abstract

“…Authors stress that the very theories of organizational behaviors serve as a basis for accounting for individual efficiency (Aguinis, O'Boyle, Gonzalez-Mulé, & Joo, 2015). They refer to measures of individual behaviors and their aggregation as well as indicators of results (Beck, Beatty, & Sackett, 2014). An example of integration of both these perspectives is a definition of productivity that is…”

Section: In Search Of Key Hr Practices For Improvement Of Productivitmentioning

confidence: 99%

In Search of Key HR Practices for Improvement of Productivity of Employees in the KIBS Sector

Wojtczuk‐Turek

2017

View full text Add to dashboard Cite

The objective of this article is to present research devoted to the relationships between HR practices and productivity (understood as behavior and results) of employees in the KIBS sector (knowledgeintensive business services sector). The operations of companies in this sector are based on the application of expert knowledge to create services satisfying the needs of personalized clients. Because companies from the KIBS sector are immensely important to the development of the economy (mainly in the context of their high potential for innovation), identification of the key factors that allow them to give fine performance is a significant theoretical and practical issue. A major role in this respect is played by the human resources management system -chiefly because KIBS companies gain competitive advantage though employees' knowledge. As part of research with a quantitative approach (serving to test hypotheses) and a qualitative approach (allowing exploration), the human resources management system has been described as the key -from the point of view of desired behaviors and results -HR practice identified. Based on the study that has been conducted, which examined employees who had expert knowledge and created personalized services for clients, it has been concluded that the HR practices that most fully account for the productivity of employees are work design and job characteristics and empowerment, participation, and autonomy. Within the framework of qualitative research carried out in participation with HR managers of knowledge-intensive service firms, the character of individual high performance HR practices and the prominent role of managers and HR experts in supporting performance on individual and organizational levels has been indicated. IntroductionThe increasing economic pressure on knowledge and innovation has stirred the emergence and development of companies offering business services based on expert knowledge (i.e., KIBS -knowledge-intensive business services sector). The criterion for distinguishing such companies from others on the market is the fact that their services are based on expert knowledge that is employed for the purpose of satisfying the needs of personalized clients (Bettencourt, Ostrom, Brown, & Roundtree, 2002

show abstract

On the Distribution of Job Performance: The Role of Measurement Characteristics in Observed Departures from Normality

Cited by 46 publications

References 25 publications

Workload, Risks, and Goal Framing as Antecedents of Shortcut Behaviors

Workload, Risks, and Goal Framing as Antecedents of Shortcut Behaviors

Cumulative Advantage: Conductors and Insulators of Heavy‐Tailed Productivity Distributions and Productivity Stars

In Search of Key HR Practices for Improvement of Productivity of Employees in the KIBS Sector

Contact Info

Product

Resources

About