Relationships among criteria of job performance.

Les ramifications théoriques et appliquées du couple performance au travail et turn‐over du personnel furent identifiées et une méta‐analyse (cf. Hunter, Schmidt, et Jackson, 1982) réalisée à partir des résultats de 45 études. Principalement, les partants tendaient à réaliser des performances moyennes, mais la corrélation était spécialement faible et variable quand le départ volontaire était invoqué. La corrélation en m corrigée entre la notation de l'encadrement et le départ volontaire était de ‐0.17 (variance = 0.033), tandis que l'équivalent en cas de départ involontaire était de ‐0.52 (variance = 0.012). Des résultats semblables étaient obtenus avec des indices de performance qualitatifs. Erreur d'échantillonnage, variations dans la fidélité de la performance et ajustement des différences dans le taux de turn‐over recommandé par Kemery, Dunlap, et Griffeth (1988) rarement relevèrent pour plus de 50% de la variance parmi les résultats. The theoretical and applied ramifications of the job performance‐employee turnover relationship were identified, and a meta‐analysis (cf. Hunter, Schmidt, & Jackson, 1982) of data from 45 studies was performed. Overall, leavers tended to be below average performers, but the relationship was especially weak and variable when voluntary turnover was involved. The average corrected correlation involving supervisory ratings and voluntary turnover was ‐0.17 (variance = 0.033) whereas the equivalent involuntary turnover finding was ‐0.52 (variance = 0.012). Similar findings were obtained with non‐rating performance indices. Sampling error, variations in performance reliability, and the adjustment for differences in the rate of turnover recommended by Kemery, Dunlap, and Gnffeth (1988) rarely accounted for more than 50% of the variance among the findings.

show abstract

“…Cascio & Valenzi. 1978;Seashore, Indik, & Georgopoulos, 1960) and are subject to various rater errors (cf. Bernardin & Beatty.…”

Section: Literaturementioning

confidence: 99%

Job Performance and Turnover: A Review and Meta‐analysis

1990

View full text Add to dashboard Cite

show abstract

“…113-114). The ambiguity of composite scores is much reduced, of course, by high intercorrelations among the criterion ele-ments, but the advocates of multiple criteria cite many studies which indicate very strongly that, even in the case of relatively low-level jobs, performance is often, if not typically, multidimensional (Seashore, Indik, and Georgopoulos, 1960;Peres, 1962;Ghiselli, 1960).l For higher level jobs, such as that of scientist or college professor, there is evidence that performance is even more complex, with up to 15 relatively independent factors emerging (Taylor, Smith, Ghiselin, and Ellison, 1961;Taylor, Price, Richards, and Jacobson, 1964.). On such jobs, it would appear that there would be a very large number of performance patterns that could result in the same composite criterion score.…”

Section: Arguments For Multiple Criteriamentioning

confidence: 99%

Composite vs. Multiple Criteria: A Review and Resolution of the Controversy

Schmidt

Kaplan

1971

Personnel Psychology

143

110

View full text Add to dashboard Cite

THERE has been a controversy of long standing in industrial psychology between the advocates of the single composite criterion and those favoring multiple criteria. Earlier writers on this problem tended to favor the composite criterion concept (Toops, 1944;Brogden and Taylor, 1950; Nagel, 1953), and this doctrine remained essentially unchallenged until the second half of the fifties. Then, starting in 1956, a series of statements by a number of wellknown industrial psychologists appeared seriously questioning the utility of this concept and concluded that, in most cases, the use of multiple criteria was to be preferred to the use of the traditional composite (Ghiselli, 1956; Guion, 1961Guion, , 1965 Dunnette, 1963a Dunnette, , 1963b. To date, this controversy has not been satisfactorily resolved, as is obvious from the cautious and rather indecisive treatment the question receives in most standard texts in industrial psychology (Tiffin and McCormick, 1965, pp. 47-54, Blum and Naylor, 1968, pp. 184-193). The purpose of this paper is to set forth the basic arguments advanced for each position, to explore the assumptions underlying these arguments, and, finally, to offer a practical and conceptual resolution of the controversy.

show abstract

“…Performance is often measured as 'productivity' or 'effort' rather than in terms of those behavioural components which are an expected part of a person's job. Seashore et al, (1980) show that relationships among certain different aspects of job performance, such as effectiveness, productivity, chargeable accidents, unexcused absences, and errors are generally small and particular to each population studied. In this paper, distinct dimensions of job performance are developed and related to role conflict and role ambiguity.…”

Section: Introductionmentioning

confidence: 92%

Some Correlates of Discretion for Chartered Surveyors

Dickson

1985

J Management Studies

View full text Add to dashboard Cite

The discretion of professionals in small organizational practices was examined. This research identified three types of discretion: ( 1) discretion over clients; (2) discretion over the choice and sequence of tasks; (3) discretion over task rules and procedures. The first two forms of discretion are associated with high performance and job satisfaction. Discretion over rules and procedures in tasks (contrary to the job design literature) is not associated with satisfaction or performance, and is positively associated with role conflict and role ambiguity. Organization size reduces discretion over clients, but not over tasks. Reduced discretion over clients in turn is associated with low ability to attract wo1.k.

show abstract

Relationships among criteria of job performance.

Cited by 70 publications

References 8 publications

Job Performance and Turnover: A Review and Meta‐analysis

Job Performance and Turnover: A Review and Meta‐analysis

Composite vs. Multiple Criteria: A Review and Resolution of the Controversy

Some Correlates of Discretion for Chartered Surveyors

Contact Info

Product

Resources

About