The Past, Present, and Future of Dynamic Performance Research

Abstract

This article reviews the extensive history of dynamic performance research, with the goal of providing a clear picture of where the field has been, where it is now, and where it needs to go. Past research has established that job performance does indeed change, but the implications of this dynamism and the predictability of performance trends remain unresolved. Theories are available to help explain dynamic performance, and although far from providing an unambiguous understanding of the phenomenon, they offer direction for future theoretical development. Dynamic performance research does suffer from a number of methodological difficulties, but new techniques have emerged that present even more opportunities to advance knowledge in this area. From this review, I propose research questions to bridge the theoretical and methodological gaps of this area. Answering these questions can advance both research involving job performance prediction and our understanding of the effects of human resource interventions.

The Buffering Effect of Perceived Organizational Support on the Relationship Between Work Engagement and Behavioral Outcomes

“…Nevertheless, objective measures of workplace deviance are desirable. Moreover, future research should control for time 1 levels of turnover intentions and deviance in order to partial out the stable effects that are associated with the criterion (Sturman, ), thereby reducing the influence of same‐source variance (Richardson, Simmering, & Sturman, ; Siemsen, Roth, & Oliveira, ).…”

Organizational Tenure and Employee Performance

“…However, akin to the relationship between employee tenure and performance, leaders' organizational tenure is likely to show a curvilinear relationship with employee performance (Ng & Feldman, 2010;Sturman, 2003Sturman, , 2007. The relationship can be expected to be curvilinear because leaders are likely to acquire organization-specific human capital at a decreasing rate as their membership in the organization continues.…”

Pay, Compensation, and Performance, Psychology of

“…Sturman (2007) maintains that long-term or directional changes over time are differentiated from shortterm fluctuations, or unsystematic variation of performance. Sturman (2007) maintains that long-term or directional changes over time are differentiated from shortterm fluctuations, or unsystematic variation of performance.…”