Joint relation of experience and ability with job performance: Test of three hypotheses.

Data from four different jobs (N?=?1,474) were used to evaluate three hypotheses of the joint relation of job experience and general mental ability to job performance as measured by (a) work sample measures, (b) job knowledge measures, and (c) supervisory ratings of job performance. The divergence hypothesis predicts an increasing difference and the convergence hypothesis predicts a decreasing difference in the job performance of high- and low-mental-ability employees as employees gain increasing experience on the job. The noninteractive hypothesis, by contrast, predicts that the performance difference will be constant over time. For all three measures of job performance, results supported the noninteractive hypothesis. Also, consistent with the noninteractive hypothesis, correlational analyses showed essentially constant validities for general mental ability (measured earlier) out to 5 years of experience on the job. In addition to their theoretical implications, these findings have an important practical implication: They indicate that the concerns that employment test validities may decrease over time, complicating estimates of selection utility, are probably unwarranted. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Role of ability and prior knowledge in complex training performance.

A causal model of the role of general cognitive ability and prior job knowledge in subsequent job-knowledge acquisition and work-sample performance during training was developed. Participants were 3,428 US Air Force officers in pilot training. The measures of ability and prior job knowledge came from the Air Force Officer Qualifying Test. The measures of job knowledge acquired during training were derived from classroom grades. Work-sample measures came from check flight ratings. The causal model showed that ability directly influenced the acquisition of job knowledge. General cognitive ability influenced work samples through job knowledge. Prior job knowledge had almost no influence on subsequent job knowledge but directly influenced the early work sample. Early training job knowledge influenced subsequent job knowledge and work-sample performance. Finally, early work-sample performance strongly influenced subsequent work-sample performance. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Role of early supervisory experience in supervisor performance.

Explores the role of early supervisory experience and cognitive ability in 1st-line supervisor performance. Similar to the F. L. Schmidt et al (see record 1986-31441-001) study of nonsupervisors, this research tested structural models hypothesizing relationships among supervisory experience, cognitive ability, supervisory knowledge and proficiency, and performance ratings, using a sample of 570 2nd-tour soldiers. The Schmidt et al model with an additional ability?→?experience path provided the best fit. The significant ability?→?experience path was interpreted as indicating that demonstrated ability contributes to soldiers being given the opportunity to obtain supervisory experience. Experience had a greater impact on supervisor proficiency than on supervisor knowledge. Ability had a greater impact on supervisor knowledge than on proficiency. Discussion focuses on the personal characteristics that might be involved in being assigned supervisory responsibilities. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Conscientiousness and performance of sales representatives: Test of the mediating effects of goal setting.

Used 91 sales representatives to test a process model that assessed the relationship of conscientiousness to job performance through mediating motivational (goal-setting) variables. Linear structural equation modeling showed that sales representatives high in conscientiousness are more likely to set goals and are more likely to be committed to goals, which in turn is associated with greater sales volume and higher supervisory ratings of job performance. Results also showed that conscientiousness is directly related to supervisory ratings. Consistent with previous research, results showed that ability was also related to supervisory ratings of job performance and, to a lesser extent, sales volume. Contrary to expectations, 1 other personality construct, extraversion, was not related to sales volume or to supervisory ratings of job performance. Implications and future research needs are discussed. (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)     

Comparative analysis of the reliability of job performance ratings.

This study used meta-analytic methods to compare the interrater and intrarater reliabilities of ratings of 10 dimensions of job performance used in the literature; ratings of overall job performance were also examined. There was mixed support for the notion that some dimensions are rated more reliably than others. Supervisory ratings appear to have higher interrater reliability than peer ratings. Consistent with H. R. Rothstein (1990), mean interrater reliability of supervisory ratings of overall job performance was found to be .52. In all cases, interrater reliability is lower than intrarater reliability, indicating that the inappropriate use of intrarater reliability estimates to correct for biases from measurement error leads to biased research results. These findings have important implications for both research and practice. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Comprehensive meta-analysis of integrity test validities: Findings and implications for personnel selection and theories of job performance.

Conducted a comprehensive meta-analysis based on 665 validity coefficients across 576,460 data points to investigate whether integrity test validities are generalizable and to estimate differences in validity due to potential moderating influences. Results indicate that integrity test validities are substantial for predicting job performance and counterproductive behaviors on the job, such as theft, disciplinary problems, and absenteeism. The estimated mean operational predictive validity of integrity test for predicting supervisory ratings of job performance is .41. Results from predictive validity studies conducted on applicants and using external criterion measures (i.e., excluding self-reports) indicate that integrity tests predict the broad criterion of organizationally disruptive behaviors better than they predict employee theft alone. Despite the influence of moderators, integrity test validities are positive across situations and settings. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

How leaders cultivate social capital and nurture employee vigor: Implications for job performance.

This study examined how leader relational behaviors (i.e., relational leadership) cultivate bonding social capital among organizational members and the way bonding social capital augments feelings of vigor at work. In addition, the authors examined how vigor enhances employee job performance. Using a sample of 209 participants in Israeli community centers, the results of structural equation modeling indicate a 2-stage mediation model in which leader relational behaviors are positively related to bonding social capital; this, in turn, results in feelings of vigor, which are positively associated with manager ratings of employee job performance. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Effects of ratee task performance and interpersonal factors on supervisor and peer performance ratings.

The study examines the effects of a wide array of rater–ratee relationship and ratee-characteristic variables on supervisor and peer job-performance ratings. Interpersonal ratings, job performance ratings, and ratee scores on ability, job knowledge, and technical proficiency were available for 493 to 631 first-tour US Army soldiers. Results of supervisor and peer ratings-path models showed ratee ability, knowledge, and proficiency accounted for 13% of the variance in supervisor performance ratings and 7% for the peer ratings. Among the interpersonal variables, ratee dependability had the strongest effect for both models. Ratee friendliness and likability had little effect on the performance ratings. Inclusion of the interpersonal factors increased the variance accounted for in the ratings to 28% and 19%, respectively. Discussion focuses on the relative contribution of ratee technical and contextual performance to raters' judgments. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The validity and incremental validity of knowledge tests, low-fidelity simulations, and high-fidelity simulations for predicting job performance in advanced-level high-stakes selection.

In high-stakes selection among candidates with considerable domain-specific knowledge and experience, investigations of whether high-fidelity simulations (assessment centers; ACs) have incremental validity over low-fidelity simulations (situational judgment tests; SJTs) are lacking. Therefore, this article integrates research on the validity of knowledge tests, low-fidelity simulations, and high-fidelity simulations in advanced-level high-stakes settings. A model and hypotheses of how these 3 predictors work in combination to predict job performance were developed. In a sample of 196 applicants, all 3 predictors were significantly related to job performance. Both the SJT and the AC had incremental validity over the knowledge test. Moreover, the AC had incremental validity over the SJT. Model tests showed that the SJT fully mediated the effects of declarative knowledge on job performance, whereas the AC partially mediated the effects of the SJT. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Relationship of early work challenge to job performance, professional contributions, and competence of engineers.

Investigated the relationship of the work challenge experienced by 85 engineers at the beginning of their career to their subsequent job performance, professional contributions, and competence. Engineers whose initial job experience involved challenging technical work tended to contribute to knowledge relatively early and to maintain professional competence and good job performance during their careers. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Validity and utility of alternative predictors of job performance.

Meta-analysis of the cumulative research on various predictors of job performance showed that for entry-level jobs there was no predictor with validity equal to that of ability, which had a mean validity of .53. For selection on the basis of current job performance, the work sample test, with mean validity of .54, was slightly better. For federal entry-level jobs, substitution of an alternative predictor would cost from $3.12 (job tryout) to $15.89 billion/year (age). Hiring on ability had a utility of $15.61 billion/year but affected minority groups adversely. Hiring on ability by quotas would decrease utility by 5%. A 3rd strategy—using a low cutoff score—would decrease utility by 83%. Using other predictors in conjunction with ability tests might improve validity and reduce adverse impact, but there is as yet no database for studying this possibility. (89 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Relationships between job difficulty, employee's attitude toward his job, and supervisory ratings of the employee effectiveness.

Using correlational techniques, an investigation was made of the relationships between job difficulty (estimated by job evaluation factors), employee attitudes toward his job, and job environment, and supervisory ratings of employee performance. As job difficulty increased, employee attitudes were significantly more positive toward the job, management, and communication, and opportunity for advancement. Partial correlations showed that the relationship between job satisfaction and job difficulty increased when the effects of general morale were eliminated. Supervisory ratings of employee effectiveness were significantly rated (negatively) to employee salary and job tenure. Correlations between employee's attitude dimensions indicate increasing complexity of job content and increased content with people as a part of the job, are positively related to an employee's attitude toward his job. (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)     

Effects of job enrichment and task goals on satisfaction and productivity: Implications for job design.

A 2-phase research project investigated the effects of job enrichment and goal setting on employee productivity and satisfaction in a well-controlled, simulated job environment. In the 1st phase, 2 conditions of goal setting (assigned goals vs no goals) and 2 conditions of job enrichment (enriched vs unenriched) were established, producing 4 experimental conditions in which 42 part-time workers took part. Job enrichment had a substantial impact on job satisfaction but little effect on productivity. Goal setting, on the other hand, had a major impact on productivity and a less substantial impact on satisfaction. In the 2nd phase (after 2 days' work), Ss with unenriched jobs worked under the enrichment conditions and Ss originally without goals were assigned goals. Again, job enrichment had a positive effect on job satisfaction, while goal setting had a positive effect on performance. Results are discussed in terms of the current theoretical approaches for understanding employee motivation on the job. (32 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The moderating influence of job performance dimensions on convergence of supervisory and peer ratings of job performance: Unconfounding construct-level convergence and rating difficulty.

Meta-analysis was used to cumulate the correlations between supervisor and peer ratings for different dimensions of job performance. The general pattern in the data suggested that raters from the same organizational level disagree as much as raters from different levels. Methods were used to separate the effects of rating difficulty and lack of construct-level convergence on the correlation between supervisor and peer ratings. The authors found complete construct-level convergence for ratings of overall job performance, productivity, effort, job knowledge, quality, and leadership but not for ratings of administrative competence, interpersonal competence, and compliance or acceptance of authority. Higher rating difficulty was more strongly associated with lower mean observed peer-supervisor correlations than were construct-level disagreements between peers and supervisors. Implications for research and practice are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Quantifying the effects of psychological interventions on employee job performance and work-force productivity.

Quantifying the economic impact of psychological programs in organizations requires determination of (a) the size and variability of the resulting increase in job performance and (b) the economic value of the increase in job performance. New methods of meta-analysis allow attainment of the 1st of these; and in relation to the 2nd, utility analysis methods provide the ability to translate job performance increases into estimates of the economic value of the program. In the area of personnel selection, many meta-analytic studies have resulted in precise and generalizable estimates of the validity of cognitive ability tests and other selection procedures. Utility analyses show that the job performance increases resulting from use of valid selection methods have substantial economic value. Valid selection produces major increases in work-force productivity. It is concluded that the combined effects of selection and nonselection interventions can be expected to produce substantial increases in workforce productivity. (29 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The impact of professional isolation on teleworker job performance and turnover intentions: Does time spent teleworking, interacting face-to-face, or having access to communication-enhancing technology matter?

Although the teleworking literature continues to raise concerns regarding the adverse consequences of professional isolation, researchers have not examined its impact on work outcomes. Consequently, the authors first examine professional isolation's direct impact on job performance and turnover intentions among teleworkers and then investigate the contingent role of 3 salient work-mode-related factors. Survey data from a matched sample of 261 professional-level teleworkers and their managers revealed that professional isolation negatively impacts job performance and, contrary to expectations, reduces turnover intentions. Moreover, professional isolation's impact on these work outcomes is increased by the amount of time spent teleworking, whereas more face-to-face interactions and access to communication-enhancing technology tend to decrease its impact. On the basis of these findings, an agenda for future research on professional isolation is offered that takes into account telework's growing popularity as a work modality. (PsycINFO Database Record (c) 2010 APA, all rights reserved)