The Journal of applied psychology
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Meta Analysis
The causal relation between job attitudes and performance: a meta-analysis of panel studies.
Do job attitudes cause performance, or is it the other way around? To answer this perennial question, the author conducted meta-analytic regression analyses on 16 studies that had repeatedly measured performance and job attitudes (i.e., job satisfaction or organizational commitment). The effect of job attitudes on subsequent performance, with baseline performance controlled, was weak but statistically significant (beta = .06). The effect was slightly stronger for commitment than for satisfaction and depended negatively on time lag. Effects of performance on subsequent job attitudes were elusive (beta = .00 across all studies), which suggests that job attitudes are more likely to influence performance than vice versa.
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The main objectives in this research were to introduce the concept of team role knowledge and to investigate its potential usefulness for team member selection. In Study 1, the authors developed a situational judgment test, called the Team Role Test, to measure knowledge of 10 roles relevant to the team context. The criterion-related validity of this measure was examined in 2 additional studies. ⋯ Role knowledge also provided incremental validity beyond mental ability and the Big Five personality factors in the prediction of role performance. The results of Study 2 revealed that the predictive validity of role knowledge generalizes to team members in a work setting (N = 82, r = .30). The implications of the results for selection in team environments are discussed.
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This article develops a theoretical model of the impact of workplace incivility on employees' occupational and psychological well-being. In Study 1, the authors tested the model on 1,158 employees, finding that satisfaction with work and supervisors, as well as mental health, partially mediated effects of personal incivility on turnover intentions and physical health; this process did not vary by gender. ⋯ In both studies, all results held while controlling for general job stress. Implications for organizational science and practice are discussed.
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Does task significance increase job performance? Correlational designs and confounded manipulations have prevented researchers from assessing the causal impact of task significance on job performance. To address this gap, 3 field experiments examined the performance effects, relational mechanisms, and boundary conditions of task significance. ⋯ In Experiment 3, conscientiousness and prosocial values moderated the effects of task significance on the performance of new fundraising callers. The results provide fresh insights into the effects, relational mechanisms, and boundary conditions of task significance, offering noteworthy implications for theory, research, and practice on job design, social information processing, and work motivation and performance.
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The article reports the findings from a Monte Carlo investigation examining the impact of faking on the criterion-related validity of Conscientiousness for predicting supervisory ratings of job performance. Based on a review of faking literature, 6 parameters were manipulated in order to model 4,500 distinct faking conditions (5 [magnitude] x 5 [proportion] x 4 [variability] x 3 [faking-Conscientiousness relationship] x 3 [faking-performance relationship] x 5 [selection ratio]). ⋯ Additionally, the association between several of the parameters and changes in criterion-related validity was conditional on the faking-performance relationship. The results are discussed in terms of their practical and theoretical implications for using personality testing for employee selection.