Employee performance, the thing all organizations wish to maximize. But what are the key things that influence employee performance? Specifically, what attributes do individuals possess that determine their performance on the job? According to Organizational Psychologists and researchers Iddekinge et al., it was indicated that there are two things that interact together to influence performance: cognitive ability and motivation.
When I was younger, I worked at a fast-food restaurant. I noticed that while most of my peer coworkers and I each held the job title of “restaurant team member”, we performed very different jobs and all had very different responsibilities. I mostly worked at the cash register and interacted with customers over the drive-thru intercom. Other employees were trusted with cooking, baking and preparing orders, and a couple of employees were trusted with being slotted into any sort of role. Often, this last group had been with the restaurant longer and had accumulated a variety of job-related skills during their tenure. These were the employees who were given priority for overtime shifts and were flagged for promotion into management positions at other store locations. In other words, the employees who performed the greatest variety of job tasks were also considered the “best” employees.
The term role breadth is used to describe how many different tasks or projects a person performs in their job.
In light of the pandemic, research by Chen et al. delves into what role a proactive personality may play in combating crises – specifically COVID-19. Their study sampled healthcare professionals in Wuhan, China shortly after the crisis began.
Griffin, M. A., & Neal, A. (2000). Perceptions of safety at work: A framework for linking safety climate to safety performance, knowledge, and motivation. Journal of Occupational Health Psychology, 5(3), 347-358. Safety is a foundational element for many organizations. But how do organizations influence individuals to adhere to safe practices, raising safety performance? According toContinue reading “Closing the Scientist-Practitioner Gap: Framework for Linking Safety Climate to Safety Performance”
Shippmann, J., Ash, R., Battista, M., Carr, L., Eyde, L., Hesketh, B., et al. (2000). The practice of competency modeling. Personnel Psychology, 53, 703−740. HR leaders are often tasked with developing job descriptions, performance appraisals, training programs, employee selection tools, career planning programs and much more. Often, the best practice first step is to systematicallyContinue reading “Closing the Scientist-Practitioner Gap: How Do I Choose Between Job Analysis and Competency Modeling?”
Gajendran, R. S., & Harrison, D. A. (2007). The good, the bad, and the unknown about telecommuting: Meta-analysis of psychological mediators and individual consequences. Journal of Applied Psychology, 92, 1524 –1541. In a 2007 meta-analysis of 46 studies consisting of almost 13,000 remote employees, Gajendran and Harrison found telecommuting to have a moderate but beneficialContinue reading “Closing the Scientist-Practitioner Gap: The Good, The Bad, And the Unknown About Telecommuting”
In times of an economic downturn, organizations can emerge from a recession healthier by prioritizing future growth and development through its people and programs.
Should you consider usingpersonality tests for selection purposes at your organization.
The job satisfaction-job performance relationship: A qualitative and quantitative review.Judge, T. A., Thoresen, C. J., Bono, J. E., & Patton, G. K. (2001).Psychological BulletinVol. 127, pp. 376-407. Across 312 Studies and 54,471 people, strong correlations and relationships were found between Job Satisfaction and Job Performance. The relationship between job satisfaction and production has been oneContinue reading “Closing the Scientist-Practitioner Gap: Relationship Between Job Satisfaction & Employee Performance”
Business-Doing competencies well: Best practices in competency modeling.Campion, M. A., Fink, A. A., Ruggeberg, B. J., Carr, L., Phillips, G. M., & Odman, R. B. (2011)Personnel PsychologyVol. 64, pp. 225-262. In an age of efficient hiring, competency modeling as a tool to guide businesses towards reaching their talent strategy goals. Competency modeling is the collectionContinue reading “Closing the Scientist-Practitioner Gap: Proven Methods of Competency Modeling”