Meta-analyzing the relationship between grades and job performance.

Employers and academics have differing views on the value of grades for predicting job performance. Employers often believe grades are useful predictors, and they make hiring decisions that are based on them. Many academics believe that grades have little predictive validity. Past meta-analyses of the grades–performance relationship have suffered either from small sample sizes or the inability to correct observed correlations for research artifacts. This study demonstrated the observed correlation between grades and job performance was .16. Correction for research artifacts increased the correlation to the .30s. Several factors were found to moderate the relationship. The most powerful factors were the year of research publication and the time between graduation and performance measurement. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A causal-correlational analysis of the job satisfaction and performance relationship.

Gathered job satisfaction and performance data from about 80 newly hired female telephone operators after 1 and 3 mo work experience. This was not an experimental study, but tentative causal inferences were drawn from these longitudinal data by using a combination of cross-lagged and dynamic correlations. The overall relationship between satisfaction and performance was slightly positive, but the direction of causality was unclear. When job satisfaction was split into extrinsic and intrinsic components, the data suggest that performance causes intrinsic satisfaction and that extrinsic satisfaction causes performance. Both the type of job and the fact that these were new hires were offered as alternative explanations for these results. (23 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)     

Occupational group as a moderator of the job satisfaction-job performance relationship.

In a study of 2 occupational groups at small scientific stations in Antarctica, the motivations of 129 Navy enlished men who volunteer were less related to their specific jobs in the Antarctic than those of 66 civilian scientists. Results confirm the hypothesis that occupational group is a moderator of the job satisfaction-job performance relationship, and that the relationship is more pronounced for the scientist group than for the Navy enlisted group. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Self-esteem as moderator of the relationship between expectancies and job performance.

Examined the implication of A. K. Korman's 1970 consistency hypothesis for predictions of work behavior, derived from L. Porter and E. Lawler's expectancy model, and evaluated the feasibility of moderating the expectancy-performance relationship with relevant variables. 367 male and female managerial-level employees were subgrouped by self-esteem scores (Ghiselli's Self-Assurance Scale), and correlations between expectancies and job performance were computed. 16 of 22 correlations for the high-self-esteem groups were higher. However, only 5 of the differences were significant, thereby providing equivocal support for the consistency hypothesis. Results indicate that moderator variables may be relevant to predictions of performance with expectancy measures. (23 ref) (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)     

A 5-year study of change in the relationship between well-being and job performance.

Recent research, primarily cross sectional in nature, has established a link between psychological well-being and job performance ratings. Such findings suggest that organizations can improve their overall effectiveness by increasing worker well-being, but they provide little guidance as how these increases can be achieved. One means would be to select only those individuals with high well-being scores. However in addition to various ethical concerns, this approach could also be limited if the association between these two variables deteriorates as the time between the measurement increases. This possibility was examined in a 5-year longitudinal study. Consistent with the expectation of diminishing association, it was found that the well-being–performance relationship is influenced by the interval between assessment of well-being and assessment of performance. When well-being was measured at the same time as performance, or as long as a year before, the two were associated. When well-being was assessed 4.5 or 5 years before job performance, the relationship was no longer significant. Practical implications of these findings for both the individual and the organization are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A moderated mediation model of the relationship between organizational citizenship behaviors and job performance.

Addressing numerous calls for future research on understanding the theoretical mechanisms that explain the relationship between organizational citizenship behaviors (OCBs) and job performance, this study focused on how an employee's relationships with coworkers mediate the relationship between his or her OCBs and his or her job performance. It also looked at how task autonomy might moderate this mediated relationship. The results of an empirical study involving 364 jewelry designers, 310 coworkers, and 284 supervisors indicated that coworker relations mediated the relationship between OCBs and job performance. In addition, task autonomy positively moderated both paths of this mediated relationship. Finally, these results hold for OCBs that are targeted at individuals but not for OCBs that are targeted toward organizations. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Perceptions of organizational politics as a moderator of the relationship between consciousness and job performance.

Meta-analytic studies of the relationships between the five-factor model of personality constructs and job performance indicate that conscientiousness has been the most consistent predictor. Recent research has sought to identify situational factors that may explain additional variance beyond what has been reported by simple bivariate relationships. The authors hypothesized that perceptions of organizational politics would moderate the relationship between conscientiousness and job performance. Data collected from 234 male and 579 female workers in 4 organizations indicated that conscientiousness was related to job performance among workers perceiving average to high levels of organizational politics but unrelated to performance among workers perceiving low levels of organizational politics. Moreover, perceptions of organizational politics were negatively related to job performance only among workers of average to low levels of conscientiousness. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The prediction of job performance.

A battery of noncognitive tests was developed to improve prediction of Navy enlisted men's performance evaluations. Reported are the results of 1 concurrent validity study and 2 follow-up studies with intervals of 14 and 30 months between testing and performance evaluations. Ss were 125 aviation machinist mates, 128 radiomen, and 117 nuclear power personnel. The study revealed: (a) the experimental tests were independent of the Navy's Basic Test Battery, with the exception of the speeded clerical coding test; (b) the tests were most efficient in identifying men categorized as Below Average in performance; (c) tests attempting to measure persistence beyond minimum standards, decisiveness, and lack of insolence yielded significant prediction of performance. Composite validities about .40 were obtained in the 2 followup studies. From Psyc Abstracts 36:05:5LD50K. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Motivational determinants of job performance.

Studied V. Vroom's expectancy theory model in relation to work performance. 138 incentive workers employed in a steel fabricating plant participated in the study. The data indicate that the total expectancy model is a valid indicator of job performance, although the variances explained by the various parts of the theory were low. Several operational problems in defining the basic measures used in testing Vroom's theory are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Traditional tests and job simulations: Minority and majority performance and test validities.

Performance of 565 minority and 414 majority job applicants on traditional paper-and-pencil tests and on a telephone simulation that measured similar constructs was assessed. Models of the measurement characteristics of these 2 test batteries indicated larger subgroup mean differences on the traditional tests than on the simulation. Correlations between traditional tests were lower in the majority sample than in the minority sample, and the variance of the minority candidates' scores on the traditional tests was much larger than the variance of majority applicants' scores on the same measures. The validity of the simulation was lower than the validity of the traditional tests. This study replicates previous laboratory research that has indicated smaller subgroup differences on simulations than on paper-and-pencil tests and extends this research by providing evidence of the relative validity of these 2 types of measures. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

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)     

Psychological well-being and job satisfaction as predictors of job performance.

The happy–productive worker hypothesis has most often been examined in organizational research by correlating job satisfaction to performance. Recent research has expanded this to include measures of psychological well-being. However, to date, no field research has provided a comparative test of the relative contribution of job satisfaction and psychological well-being as predictors of employee performance. The authors report 2 field studies that, taken together, provide an opportunity to simultaneously examine the relative contribution of psychological well-being and job satisfaction to job performance. In Study 1, psychological well-being, but not job satisfaction, was predictive of job performance for 47 human services workers. These findings were replicated in Study 2 for 37 juvenile probation officers. These findings are discussed in terms of research on the happy–productive worker hypothesis. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Job experience correlates of job performance.

Although measures of job experience are frequently-used screening devices in the selection of employees, personnel psychologists have devoted little attention to their usefulness. This article quantitatively summarizes data on the relation between job experience and job performance from a total sample of 16,058. The correlation between job experience and job performance was found to be moderated by two variables: length of experience and job complexity. The highest correlations were obtained in populations with low mean levels of job experience and for jobs that place low levels of cognitive demands on employees. Results appear to be consistent with the causal model of job performance proposed by Schmidt, Hunter, and Outerbridge (1986). (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Relationships among criteria of job performance.

Because intercorrelations between 5 criteria of job performance were low, "overall performance" seems to be of less value than previously thought. Ss were 975 individuals in 27 units of a delivery service firm. The 5 measures of job performance were: overall effectiveness, productivity, chargeable accidents, unexcused accidents, and errors. "Measurement and use of job performance criterion variables will remain at a primitive and empirical level until there is created some complex theory of job performance which takes into account systems of causal and conditioning variables." (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Understanding the latent structure of job performance ratings.

This study quantified the effects of 5 factors postulated to influence performance ratings: the ratee's general level of performance, the ratee's performance on a specific dimension, the rater's idiosyncratic rating tendencies, the rater's organizational perspective, and random measurement error. Two large data sets, consisting of managers (n?=?2,350 and n?=?2,142) who received developmental ratings on 3 performance dimensions from 7 raters (2 bosses, 2 peers, 2 subordinates, and self) were used. Results indicated, that idiosyncratic rater effects (62% and 53%) accounted for over half of the rating variance in both data sets. The combined effects of general and dimensional ratee performance (21% and 25%) were less than half the size of the idiosyncratic rater effects. Small perspective-related effects were found in boss and subordinate ratings but not in peer ratings. Average random error effects in the 2 data sets were 11% and 18%. (PsycINFO Database Record (c) 2010 APA, all rights reserved)