Job Performance

Motowidlo, Stephan J.; Kell, Harrison J.

doi:10.1002/9781118133880.hop212005

Cited by 137 publications

(170 citation statements)

References 75 publications

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“…This is consistent with Motowidlo and Kell's (2013) definition of work performance which focuses on the total expected value to the organization of the individual's discrete behaviors. Each person was evaluated by their immediate supervisor as well as relevant peers and superiors based on projects they had worked on during the year.…”

Section: Methods: Studysupporting

confidence: 82%

“…Work performance can be defined as the total expected value to the organization of the discrete behaviors that an individual carries out over a standard period of time (Motowidlo & Kell, 2013). De-energizing relationships are likely to hinder cognitive functioning and limit motivation to fully participate, both of which should negatively affect performance (Rafaeli, et al, 2012).…”

Section: De-energizing Relationships and Performancementioning

confidence: 99%

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Destructive de-energizing relationships: How thriving buffers their effect on performance.

Gerbasi

Porath

Parker

et al. 2015

Journal of Applied Psychology

119

105

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In this paper, we establish the relationship between de-energizing relationships and individual performance in organizations. To date, the emphasis in social network research has largely been on positive dimensions of relationships despite literature from social psychology revealing the prevalence and detrimental impact of de-energizing relationships. In two field studies, we show that de-energizing relationships in organizations are associated with decreased performance. In Study 1, we investigate how de-energizing relationships are related to lower performance using data from 161 people in the information technology (IT) department of an engineering firm. In Study 2, in a sample of 439 management consultants, we consider whether the effects of deenergizing relationships on performance may be moderated by the extent to which an individual has the psychological resource of thriving at work. We find that individuals who are thriving at work are less susceptible to the effects of de-energizing relationships on job performance. We close by discussing implications of this research.

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Section: Methods: Studysupporting

confidence: 82%

Section: De-energizing Relationships and Performancementioning

confidence: 99%

Destructive de-energizing relationships: How thriving buffers their effect on performance.

Gerbasi

Porath

Parker

et al. 2015

Journal of Applied Psychology

119

105

View full text Add to dashboard Cite

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“…In addition, the outcome of the focal behavior was removed so that we could collect judgments of incidents' effectiveness based on the behavior described in the incident, rather than on its results (cf. Kell, Motowidlo, Martin, Stotts, & Moreno, 2014;Motowidlo, Crook, Kell, & Naemi, 2009), consonant with behavior-based theories of job performance (Motowidlo & Kell, 2013). The first three authors rated the effectiveness of each incident on a 7-point scale, where 1 = very ineffective and 7 = very effective.…”

Section: Methodsmentioning

confidence: 98%

Section: Behaviorally Anchored Rating Scalesmentioning

confidence: 99%

“…BARS are an important part of what can be termed the "behavioral tradition" in industrial-organizational psychology (cf. Borman, 1986Borman, , 1991Campbell, 1990Campbell, , 2012Dunnette, 1976;Motowidlo & Kell, 2013).BARS are often derived from job analyses using the critical incident technique (Flanagan, 1954), which yields focused examples of workplace behavior provided by subject matter experts (SMEs) of the job(s) in question. These behavioral examples are analyzed for content similarities and grouped together according to those similarities to derive job performance dimensions that are, inherently, defined in terms of workers' actions.…”

mentioning

confidence: 99%

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Exploring Methods for Developing Behaviorally Anchored Rating Scales for Evaluating Structured Interview Performance

Kell

Martín‐Raugh

Carney

et al. 2017

ETS Research Report Series

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Since its 1947 founding, ETS has conducted and disseminated scientific research to support its products and services, and to advance the measurement and education fields. In keeping with these goals, ETS is committed to making its research freely available to the professional community and to the general public. Published accounts of ETS research, including papers in the ETS Research Report series, undergo a formal peer-review process by ETS staff to ensure that they meet established scientific and professional standards. All such ETS-conducted peer reviews are in addition to any reviews that outside organizations may provide as part of their own publication processes. Peer review notwithstanding, the positions expressed in the ETS Research Report series and other published accounts of ETS research are those of the authors and not necessarily those of the Officers and Trustees of Educational Testing Service.The Daniel Eignor Editorship is named in honor of Dr. Daniel R. Eignor, who from 2001 until 2011 served the Research and Development division as Editor for the ETS Research Report series. The Eignor Editorship has been created to recognize the pivotal leadership role that Dr. Eignor played in the research publication process at ETS. ETS Research Report Series ISSN 2330-8516 R E S E A R C H R E P O R T Exploring Methods for Developing Behaviorally Anchored Rating Scales for Evaluating Structured Interview PerformanceHarrison J. Kell, Michelle P. Martin-Raugh, Lauren M. Carney, Patricia A. Inglese, Lei Chen, & Gary FengEducational Testing Service, Princeton, NJ Behaviorally anchored rating scales (BARS) are an essential component of structured interviews. Use of BARS to evaluate interviewees' performance is associated with greater predictive validity and reliability and less bias. BARS are time-consuming and expensive to construct, however. This report explores the feasibility of gathering participants' responses to structured interview questions through an online crowdsourcing platform and using those responses to develop BARS. We describe the development of 12 structured interview questions to assess four applied social skills, elicitation of responses to these questions in the form of critical incidents from 68 respondents, and the creation of BARS from these critical incidents. Results indicate online participants are able to produce responses of sufficient quality to generate BARS for evaluating structured interview performance. We conclude by discussing limitations to this approach and future directions for research and practice.Keywords Amazon Mechanical Turk; behaviorally anchored rating scales; crowdsourcing; employment interviews; performance appraisal; social skills; structured interviews doi:10.1002/ets2.12152 Employment interviews are one of the most popular means of selecting personnel (Levashina, Hartwell, Morgeson, & Campion, 2014;McDaniel, Whetzel, Schmidt, & Maurer, 1994). Structured interviews that present all interviewees with the same standardized questions have higher validities for pre...

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Understanding the effects of empowering leadership on positive and negative performance behaviors: A manufacturing sector study

2022

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For several years, the North American manufacturing sector has been facing several labour issues that undermine productivity. To address these issues and remain competitive, manufacturing firms must implement measures to promote overall worker performance. This study presents an integrative to understand the differentiated impact of empowering leadership (EL) on four dimensions of performance (task, citizenship, innovation, deviance) through two mediators (psychological empowerment (PE) and affective organizational commitment). Structural equation modeling was used to analyze data from 250 employee–supervisor dyads in the manufacturing industry. On the one hand, our results reveal that EL exerts a positive influence on citizenship and innovative behavior through increased PE. On the other hand, it is negatively associated to deviance behaviors through heightened levels of affective organizational commitment. This study allows us to better understand how EL enhances multiple performance dimensions necessary to organizations' competitiveness in manufacturing and other sectors.

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Job Performance

Cited by 137 publications

References 75 publications

Destructive de-energizing relationships: How thriving buffers their effect on performance.

Destructive de-energizing relationships: How thriving buffers their effect on performance.

Exploring Methods for Developing Behaviorally Anchored Rating Scales for Evaluating Structured Interview Performance

Understanding the effects of empowering leadership on positive and negative performance behaviors: A manufacturing sector study

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