An examination of age and cognitive test performance across job complexity and occupational types.

In this study, job complexity and occupational type were examined as potential moderators of the relationship between age and cognitive ability. Data include general, verbal, and numerical ability scores for 21,646 individuals in the General Aptitude Test Battery (GATB) data base. These individuals comprised 102 unique samples and 10 major occupational groups. Differences in the relationship between age and cognitive ability test scores were observed across occupational types but not for different levels of job complexity. Findings were discussed in terms of a need for research that examines specific life and work experiences and how such experiences may influence an individual's cognitive abilities across the life span. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Effects of aerobic exercise training, age, and physical fitness on memory-search performance.

We investigated the effects of exercise training on memory performance. One group of 13 men (M?=?42.92 years of age) participated in supervised aerobic exercise (jogging) three times a week for 12 weeks. A second group of 15 men (M?=?43.67 years of age) performed anaerobic exercise (strength training) for the same period of time. Subjects' reaction time (RT) performance in a memory-search task was assessed both before (Time 1) and after (Time 2) the 12 weeks of exercise training. Results indicated that there was no significant change in memory-search performance over time as a function of exercise training. Analyses of the Time 2 RTs demonstrated that aspects of memory-search performance were related significantly both to subjects' initial (Time 1) level of fitness and to age, but not to the amount of change of fitness associated with aerobic exercise training over this 12-week duration in this age group. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Moderating influence of self-esteem on relationships between job complexity, performance, and satisfaction.

Administered the Job Diagnostic Survey, the Tennessee Self-Concept Scale, and measures of job complexity, job performance, and sense of competence to 166 15–22 yr old 1st-, 2nd-, 3rd-, and 4th-yr electrical apprentices. The measures were readministered 20 mo later to 92 of the original 1st- and 2nd-yr Ss to investigate the moderating influence of employee self-esteem on relationships between organizational variables. Analysis showed that global self-esteem and sense of competence did not moderate relationships between (1) job satisfaction and job performance and (2) job complexity and job performance or job satisfaction. It is suggested that the moderating effect of self-esteem on relationships involving job satisfaction, performance, and complexity may have little practical consequence. (39 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A meta-analysis of age differences in job performance.

In a meta-analysis, 40 samples were classified into 3 categories according to the types of performance measures used: (a) supervisory ratings, (b) peer ratings, and (c) individual productivity. Results show a pattern of increases in performance, as measured by productivity indices, at higher ages. Conversely, supervisory ratings showed a slight tendency to be lower for older employees. Performance ratings showed more positive relations with age for professionals than for nonprofessionals. Implications concerning personnel policies regarding older employees are discussed. (21 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Effect of job attitudes, training, and organization climate on performance of the hard-core unemployed.

Examined potential contributors toward the job performance and retention of 478 hard-core unemployed (hcu): (a) the hcu's biographic and demographic background, (b) attitudes toward work, (c) the organizational climate in which he is placed, and (d) the effect of a 2-wk training/orientation program. The sole correlate of the hcu's work effectiveness and behavior was the degree of supportiveness of the organizational climate in which he was placed. In addition, the hcu saw this climate as far less supportive than did his supervisor. Results indicate that programs geared primarily toward adapting the hcu's work attitudes to the predominant social structure in the organization are far less potent than those that also incorporate the adaptation of the organizational climate. (22 ref.) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Effects of physiological arousal level, frustration, and task complexity on performance.

This paper investigates the effects of initial heart-rate level, frustration, and task complexity on digit-symbol performance. Low (LD) and high (HD) heart-rate Ss worked on a digit-symbol problem immediately before and after a frustration manipulation which raised heart rate about 20 beats/min. The results indicated that HD Ss achieved higher initial performance scores than LD Ss on tasks of relatively low complexity; however, following frustration LD Ss manifested a significantly greater increment in performance than HD Ss. The latter group showed a trend toward a decrement in performance. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Effects of goal setting on performance and job satisfaction.

Conducted a field experiment to compare participative, assigned, and no-training (comparison) goal setting groups. 37 sales personnel were trained in participative goal setting, and 41 were trained in assigned goal setting. A 3rd group of 44 served as a comparison unit. Mean age range of Ss was 34.3-36.4 yrs. Measures of 4 performance and 2 satisfaction criteria were collected at 4 data points: baseline (before training), and 6, 9, and 12 mo after training. Analysis of variance and Duncan's multiple-range test results indicate that for at least 9 mo both participative and assigned goal setting Ss were more effective in improving performance and satisfaction. The improvements, however, were generally not found 12 mo after training. (17 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Impact of job experience and ability on job knowledge, work sample performance, and supervisory ratings of job performance.

Based on data from 4 independent studies reported by R. Vineberg and E. N. Taylor (1972) with a total sample size of 1,474, path analysis was used to examine the causal impact of job experience on job knowledge, performance capability as measured by job sample tests, and supervisory ratings of job performance. Findings support the conclusion that (1) when mean job experience is 2–3 yrs, there is substantial variance in job experience and (2) when the jobs are of an intermediate complexity level, job experience has a substantial direct impact on job knowledge and a smaller direct impact on performance capabilities as assessed by job sample measures. Job experience also has a substantial indirect effect on work sample performance through its effect on job knowledge, which, in turn, was found to be the strongest determinant of work sample performance. The pattern and magnitude of causal effects of general mental ability were similar to those of job experience. The effect of job knowledge on supervisory ratings was several times stronger than the effect of job sample performance, confirming the findings of J. E. Hunter (1983). When job experience was held constant, the direct impact of ability on the acquisition of job knowledge increased substantially, and this, in turn, increased the indirect effect of ability on job sample performance. (28 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Improving job performance through training in goal setting.

Examined the generality of goal-setting theory to an industrial setting. 20 pulpwood-logging operators were matched and randomly assigned to either a 1-day training program in goal setting or a control group. Measures of production, turnover, absenteeism, and injuries were collected for 12 consecutive wks. Analyses of variance indicated that goal setting can lead to an increase in production and a decrease in absenteeism. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Effects of temperature, clothing, and task complexity on task performance and satisfaction.

Examined the effects of room temperature, clothing, and task complexity on task performance and satisfaction. 120 18–22 yr old male college students worked on either a mathematical problem-solving task or a collating task. Room temperature was maintained at either 65 or 78Φ during the task session. Ss were requested to wear either a suit (or sport coat), long sleeve shirt, and tie; or a short-sleeve shirt with no tie. Ss were administered the Minnesota Satisfaction Questionnaire. Results show that Ss wearing appropriate clothing for the temperature conditions showed higher levels of performance and satisfaction with the working condition than did those wearing inappropriate clothing, regardless of task complexity. Similar results were found for intrinsic task satisfaction only for the simpler task. (12 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The nonlinear effects of job complexity and autonomy on job satisfaction, turnover, and psychological well-being.

This study examines the interactive relationship between job complexity and job autonomy on job satisfaction, turnover intentions, and psychological well-being. It was hypothesized that the positive or motivating effects of job complexity are only realized when workers are given enough autonomy to effectively meet the challenges of complex jobs. Results show that not only do job complexity and job autonomy interact, but that the relationships to the outcome variables are curvilinear in form. Job complexity is shown to be both a motivator and a stressor when job autonomy is low. However, the most beneficial effects of job complexity occur when it is matched by a high level of job autonomy. Theoretical and practical implications are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Effects of performance appraisal format, age, and performance level on retirement decisions.

79 college business administration students reviewed completed performance appraisal forms and other personal data and arrived at recommendations with regard to employee retirement. Three independent variables—performance appraisal format (trait scales, behaviorally anchored rating scales, or management by objective reports), employee age (58, 65, or 69 yrs), and performance level (high, medium, or low)—were manipulated. Significant age of employee effects were found, with the 69-yr-old employee receiving the least favorable treatment. Age effects on retirement decisions tended to be very similar regardless of the type of performance appraisal format used. Significant performance effects were also found, and high performers were judged to be fit to continue regardless of age. (5 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The moderating effects of employee tenure on the relation between organizational commitment and job performance: A meta-analysis.

This meta-analysis investigated the correlation between attitudinal commitment and job performance for 3,630 employees obtained from 27 independent studies across various levels of employee tenure. Controlling for employee age and other nuisance variables, the authors found that tenure had a very strong nonlinear moderating effect on the commitment-performance correlation, with correlations tending to decrease exponentially with increasing tenure. These findings do not appear to be the result of differences across studies in terms of the type of performance measure (supervisory vs. self), type of tenure (job vs. organizational), or commitment measure (Organizational Commitment Questionnaire [L. W. Porter, R. M. Steers, R. T. Mowday, & P. V. Boulian, 1974] vs. other). The implications and future research directions of these results are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Effects of a realistic job preview on job acceptance, job attitudes, and job survival.

A field experiment was conducted in a telephone company to assess the effects of a realistic job preview vs an unrealistic (i.e., "traditional") preview. Of 80 newly hired female telephone operators, those who saw a realistic job preview film subsequently had more realistic job expectations, fewer thoughts of quitting, and slightly higher job survival than those who saw a traditional preview film. There was no difference in job acceptance rates between the 2 groups. Results are discussed in light of the general process of individuals joining new organizations, and suggestions for future research are offered. (30 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Joint moderation of the relation between task complexity and job performance for engineers.

Tested the hypothesis that the different work contexts defined by engineering functions (research and development [R&D] vs staff) and the length of time in a position would jointly moderate the task complexity/job performance relation. Data were collected from 438 engineers (194 R&D engineers and 244 in staff functions) from 7 organizations. Hierarchical regression and subgroup analyses provided support for the hypothesis. The relation between task complexity and job performance was significantly affected by position tenure for R&D engineers but was relatively stable across position tenure periods for staff engineers. Results suggest that future job-scope research should incorporate both context and process elements to clarify the nature of perception–response relations. (54 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Cumulative evidence of the relationship between employee age and job performance.

On the basis of a review of 22 years of articles published in 46 behavioral science journals, we found a total of 96 independent studies that reported age–performance correlations. Total sample size was 38,983 and represented a broad cross-section of jobs and age groups. Meta-analysis procedures revealed that age and job performance generally were unrelated. Furthermore, there was little evidence that the type of performance measure (ratings vs. productivity measures) or type of job (professional vs. nonprofessional) moderated the relation between age and performance significantly. However, for very young employees the relation between age and job performance was consistent and modestly positive. Implications of these results for future research are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Generalized Thurstone and Guttman scales for measuring technical skills in job performance.

"Check lists for use in evaluating task performance in several related naval job specialities (ratings) were shown to meet the Thurstone and Guttman scalability requirements. The Scaled Technical Proficiency Check Lists evaluate the status of a technician with reference to tasks normally performed by men of equivalent pay grade and rating. The lists contain only a relatively small number of items, so that they are simple and convenient to use. Yet, because the tasks included form a scale, the score obtained from them can be generalized in meaning to the 'universe' of tasks of which they are representative." From Psyc Abstracts 36:04:4LD37S. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Dual-task performance as a function of adult age and task complexity.

A dual-task procedure was used to examine capacity demands of letter-matching in younger and older adults. Older subjects generally were slower on both tasks than were younger adults, but this difference was especially pronounced for the late stages of category matching, suggesting that retrieval and comparison of category information are particularly demanding for older adults. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The relationship of age to ten dimensions of job performance.

Previous reviews of the literature on the relationship between age and job performance have largely focused on core task performance but have paid much less attention to other job behaviors that also contribute to productivity. The current study provides an expanded meta-analysis on the relationship between age and job performance that includes 10 dimensions of job performance: core task performance, creativity, performance in training programs, organizational citizenship behaviors, safety performance, general counterproductive work behaviors, workplace aggression, on-the-job substance use, tardiness, and absenteeism. Results show that although age was largely unrelated to core task performance, creativity, and performance in training programs, it demonstrated stronger relationships with the other 7 performance dimensions. Results also highlight that the relationships of age with core task performance and with counterproductive work behaviors are curvilinear in nature and that several sample characteristics and data collection characteristics moderate age-performance relationships. The article concludes with a discussion of key research design issues that may further knowledge about the age-performance relationship in the future. (PsycINFO Database Record (c) 2010 APA, all rights reserved)