More Progress Toward a Taxonomy of Managerial Performance Requirements

Borman, Walter C.; Brush, Donald H.

doi:10.1207/s15327043hup0601_1

Cited by 286 publications

(301 citation statements)

References 20 publications

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“…Job performance refers to the related behaviors which can be observed through certain means that employees exhibited to achieve organizational goals in the work process [3] [4]. According to the theory of cognitive affective system by Mischel, the event we encounter will interact with a complex cognitive-affective system, then ultimately determine our behavior.…”

Section: Vocational Delay Of Gratification and Employee's Job Performmentioning

confidence: 99%

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How Vocational Delay of Gratification Affects Employees’ Job Performance: Organizational Climate as a Moderator

He¹,

An²,

Li³

2015

JSSM

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Vocational Delay of Gratification stresses employees will overcome the impulse and temptation of immediate gratification to achieve long-term career goals, which provides a new perspective to examine and explain individual's career development. This paper aims at identifying the influence mechanism of Vocational Delay of Gratification on employee's job performance and the role of organizational climate among the triadic relationship. The analysis result of Structural Equation Model about 350 sample data showed that Vocational Delay of Gratification had a significantly positive effect on job performance, while organizational climate acted as a positive moderator between Vocational Delay of Gratification and employee's job performance. Therefore, it is highly recommended that companies should pay attention to the state of employee's vocational delay of gratification, satisfy their psychological need as to increase job satisfaction and improve job performance.

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Section: Vocational Delay Of Gratification and Employee's Job Performmentioning

confidence: 99%

“…• Job Performance For this part , this study use the scale designed by Borman and Motowidlo [4], which contained 2 dimensions, task performance and contextual performance, and the Cronbach's α coefficient was 0.94.…”

Section: • Organizational Climatementioning

confidence: 99%

How Vocational Delay of Gratification Affects Employees’ Job Performance: Organizational Climate as a Moderator

He¹,

An²,

Li³

2015

JSSM

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“…With respect to managerial work, role requirements that involve human relations, such as interpersonal role requirements, should be the most significantly shaped by social context. Unlike technical/administrative and conceptual requirements where significant interaction with others may (e.g., strategic planning) or may not (e.g., processing paper work) be requisite, human interaction is a necessary condition to enact all interpersonal role requirements of managerial work; requirements that include leadership, motivation, counseling, conflict resolution, team building, and interpersonal communication (Borman & Brush, 1993;Hunt, 1991; R. L. Katz, 1974;Luthans & Lockwood, 1984;Prien, 1963).…”

Section: Discrete Context and Managerial Role Requirementsmentioning

confidence: 99%

The milieu of managerial work: An integrative framework linking work context to role requirements.

Dierdorff

Rubin

Morgeson

2009

Journal of Applied Psychology

168

206

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Theoretical and empirical efforts focusing on the interplay between work context and managerial role requirements have been conspicuously absent in the scholarly literature. This paucity exists despite over 60 years of research concerning the requirements of managerial work and with the rather universal recognition that work context meaningfully shapes organizational behavior. The authors developed a theoretical model linking different types of role requirements to different forms of work context. They empirically tested this framework with a nationally representative sample of 8,633 incumbents spanning 52 managerial occupations. Findings from hierarchical linear modeling analyses demonstrated that discrete forms of context (task, social, and physical) exert significant and predictable effects on managerial role requirements.

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“…The process chosen was one that was recommended by Borman and Brush (1993), in their examination of managerial performance taxonomies. Subsequently, Borman, Ackerman, and Kubisiak (1994), in a large-scale study with the Department of Labor, applied this three-stage process.…”

Section: Defining the Performance Domainmentioning

confidence: 99%

The Development of Performance Management Systems and Feedback Tools for Supervisory and Non-Supervisory Jobs in the U.S. Navy

Hedge¹,

Borman²,

Bruskiewicz³

et al. 2002

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More Progress Toward a Taxonomy of Managerial Performance Requirements

Cited by 286 publications

References 20 publications

How Vocational Delay of Gratification Affects Employees’ Job Performance: Organizational Climate as a Moderator

How Vocational Delay of Gratification Affects Employees’ Job Performance: Organizational Climate as a Moderator

The milieu of managerial work: An integrative framework linking work context to role requirements.

The Development of Performance Management Systems and Feedback Tools for Supervisory and Non-Supervisory Jobs in the U.S. Navy

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