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Performance Constructs (performance + construct)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting75%

Selected Abstracts

Can the Discretionary Nature of Certain Criteria Lead to Differential Prediction Across Cultural Groups?

INTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT, Issue 2 2007
Oleksandr S. Chernyshenko
We examined the conjecture that relations between constructs across cultures may be susceptible to cultural moderation where the performance of the criterion construct is discretionary. This hypothesis was investigated using the relationship between personality and three performance constructs, with samples from the United States and New Zealand, two ideologically distinct cultures with respect to achievement orientation. All hypotheses were supported by results of hierarchical moderated regression analyses using bias free measures, suggesting that considering whether construct behaviors are discretionary is important when considering the merit of generalizing research findings across cultures. [source]

A Review and Extension of Current Models of Dynamic Criteria

INTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT, Issue 3 2000
Debra Steele-Johnson
An important issue in personnel selection and test validation has been the nature of performance criteria and more specifically the existence of dynamic criteria. There is a continuing debate regarding the extent to which performance and validity coefficients remain stable over time. We examine research within work, laboratory, and academic settings and evaluate existing models of dynamic criteria. Building on previous models, we propose an integrative model of dynamic criteria that identifies important issues for ability and performance constructs and discusses how variables related to the task, job, and organization can affect the temporal stability of criterion performance and the ability-performance relationship. [source]

EXPLORING RELATIONS BETWEEN TYPICAL AND MAXIMUM PERFORMANCE RATINGS AND THE FIVE FACTOR MODEL OF PERSONALITY

PERSONNEL PSYCHOLOGY, Issue 4 2001
ROBERT E. PLOYHART
The study tests the distinction between typical and maximum criteria with ratings of transformational leadership performance, and examines whether the criterion-related validities of the five factor model differ for the two types of criteria. Using an East Asian military sample (n= 1,259) where multiple ratings of typical and maximum performance were obtained from different sources, we used structural equation modeling to test the typical/maximum performance distinction. Results found that typical and maximum performance are different latent constructs and that this distinction is present even after considering rating method factors (i.e., rater source, time). The importance of this distinction is shown by the fact that validities for the personality constructs were not equally predictive of both criteria: Openness was most predictive of maximum performance, Neuroticism was most predictive of typical performance, and Extroversion was predictive of both. By distinguishing typical from maximum performance constructs, relationships between personality and transformational leadership were found to be stronger than previous research suggested. [source]

Inside Management Teams: Developing a Teamwork Survey Instrument

BRITISH JOURNAL OF MANAGEMENT, Issue 2 2007
Barbara Senior
This article reports the development of a measure of teamwork for use with management teams. A five-stage process was followed. First, a model of teamwork including team processes was generated through empirical research involving the elicitation of 600 team performance constructs from members of management teams and from theoretical considerations. Second, items were written to operationalize the model. Third, data from 220 members of management teams working in private- and public-sector organizations were factor analysed in order to establish the scale structure of the instrument. Fourth, data from a second sample of 16 complete management teams were collected in order to assess within-team properties of the instrument. Lastly, convergent and criterion-related validity were assessed. The resulting ,Teamwork Survey', is a 7-scale, 36-item general-purpose questionnaire that can be used in further research and in consulting interventions. [source]