Industrial psychology (2nd ed.).

Tiffin, Joseph

doi:10.1037/12233-000

Cited by 34 publications

(23 citation statements)

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“…In fact, their presence is often treated as a data “problem” because the normal distribution cannot account for such extreme levels of productivity. Reliance on existing theories of individual performance, which often rest on the assumption that performance is normally distributed (Hull, ; Schmidt & Hunter, ; Tiffin, ), results in identifying these top performers as “anomalies” that must be fixed through data transformations or even deletion of cases from the analysis (Aguinis, Gottfredson, & Joo, ). Moreover, supervisors involved in performance appraisal systems are often trained to ignore stars and, instead, force a normal distribution on performance scores they assign to their subordinates (Motowidlo & Borman, ; Schneier, ).…”

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confidence: 99%

Star Performers in Twenty‐First Century Organizations

Aguinis

O’Boyle

2013

Personnel Psychology

232

122

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We argue that changes in the nature of work in 21st‐century organizations have led to the emergence of star performers—a few individuals who contribute a disproportionate amount of output. We describe how stars negate the long‐held belief that the distribution of individual performance is normal and, instead, suggest an underlying power law distribution. In addition, we offer 9 propositions to guide future empirical research on star performers and an underlying power law distribution of individual performance. We describe how the presence of stars is likely to affect all individual‐, team‐, and firm‐level management theories addressing individual performance directly or indirectly, but focus on specific implications for those addressing human capital, turnover, compensation, downsizing, leadership, teamwork, corporate entrepreneurship, and microfoundations of strategy. In addition, we discuss methodological considerations necessary to carry out our proposed research agenda. Finally, we discuss how a consideration of star performers has important implications for management practice.

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confidence: 99%

Star Performers in Twenty‐First Century Organizations

Aguinis

O’Boyle

2013

Personnel Psychology

232

122

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“…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.…”

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

Schmidt

Kaplan

1971

Personnel Psychology

143

110

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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.

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“…In a like manner, when the students faked to "look bad" for the jobs, they obtained high Objective and high Emotional scores, and these could again be interrelated in interpretation. 4 The particular questionnaire described here is used by consulting psychologists as an interview aid. It is concluded from this study that the Objectivity key is a valid key for locating "fakers" and for locating extremely frank respondents, and hence contributes to the interview.…”

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confidence: 99%