The Role-Based Performance Scale: Validity Analysis of A Theory-Based Measure

Abstract

This study introduces a theory-based measure of employee performance (Role Based Performance Scale, RBPS) that is supported with results from a validation study using 10 data sets from six companies. In contrast to traditional, job-related measures of employee performance, we propose an alternative measure of performance based on role theory and identity theory. Because our results support the validity of the scale, we think that the instrument can be used for future research that requires a generalizable measure of performance. The scale demonstrates diagnostic properties that make it useful for practitioners as well as researchers.

Human capital and objective indicators of career success: The mediating effects of cognitive ability and conscientiousness

“…While certainly idiosyncratic factors enter into salary and promotion decisions, in most organizations employees' salary and promotional opportunities are largely based on their performance of in‐role and extra‐role behaviours. In short, employees with greater cognitive ability and/or conscientiousness are more likely to demonstrate superior in‐role and extra‐role performance and, as a result, receive larger pay raises and more opportunities for promotions (Hui, Lam, & Law, 2000; Welbourne, Johnson, & Erez, 1998).…”

Fit perceptions in the employment interview: The role of similarity, liking, and expectations

“…Relational demography also draws from self‐categorization and social identity theory which consider categorization and stereotyping as important mechanisms in understanding how performance expectations may be formed (Riordan, 2000; Williams & O'Reilly, 1998). Role theory, in‐turn, suggests that both perceived similarity relates to performance expectations and performance expectations relate to fit perceptions (Biddle, 1986; Welbourne, Johnson, & Erez, 1998). Drawing from these theoretical backgrounds, first we expect that interviewer‐applicant actual similarity will increase perceived similarity.…”

“…In other words, expectations can affect subsequent perceptions. Drawing upon role theory to study performance expectations, Welbourne, Johnson, and Erez (1998) suggest that the interviewers' expectations of applicants are associated with three dimensions of performance: the job; the organization; and the team role. The job‐holder role is associated with the traditional view of the employee performance.…”

Are you really doing good things in your boss's eyes? Interactive effects of employee innovative work behavior and leader–member exchange on supervisory performance ratings

“…Employees engage in innovative work behavior to improve the effectiveness and efficiency in performing their job roles (Welbourne, Johnson, & Erez, ). Perceived work‐related problems, external demands, or change in general are the main instigators of innovation (Drucker, ).…”