摘要 :
The Schmidt-Hunter-Outerbridge causal model of job performance (Schmidt, Hunter & Outerbridge, 1986) postulates that both job experience and mental ability cause individual differences in job performance indirectly through their direct effects on job knowledge and performance capability. The theory holds that individual differences in mental ability remain constant with increasing job experience, relative individual differences in job experience decrease with increasing levels of job experience, resulting in decreasing validity for job experience. Two hypotheses derived from this theory were investigated. The first hypothesis states that as the mean level of experience in a sample increases, the correlation between job experience and job performance decreases. Strong support was obtained for this hypothesis....
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The Schmidt-Hunter-Outerbridge causal model of job performance (Schmidt, Hunter & Outerbridge, 1986) postulates that both job experience and mental ability cause individual differences in job performance indirectly through their direct effects on job knowledge and performance capability. The theory holds that individual differences in mental ability remain constant with increasing job experience, relative individual differences in job experience decrease with increasing levels of job experience, resulting in decreasing validity for job experience. Two hypotheses derived from this theory were investigated. The first hypothesis states that as the mean level of experience in a sample increases, the correlation between job experience and job performance decreases. Strong support was obtained for this hypothesis.
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摘要 :
The purpose of this paper is to provide a lay summary of important new findings about how job experience, basic ability, and other factors affect job performance, initially and over time. Recent applications of a research procedur...
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The purpose of this paper is to provide a lay summary of important new findings about how job experience, basic ability, and other factors affect job performance, initially and over time. Recent applications of a research procedure called path analysis have shed new light on 'what causes what' in job performance. As a result, the roles of various factors, such as job experience and job knowledge, in particular, have been greatly clarified with respect to predicting and explaining job success. Path analysis is a statistical procedure for analyzing causal relationships among things of interest. It enables one to determine the separate, independent impact of each factor. Until recently, few applications of path analysis to personnel measurement have been practical or very useful. The main reason has been lack of stable data to work with.
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The objective of this research was to investigate innovative methods for selecting appropriate performance measures for job tasks. In the framework developed by this research, jobs are considered to consist of demands, which are m...
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The objective of this research was to investigate innovative methods for selecting appropriate performance measures for job tasks. In the framework developed by this research, jobs are considered to consist of demands, which are met by the worker using skills that make use of that worker's physical and cognitive resources. Performance measures can be used to evaluate an individual's cognitive and physical resources in a given domain. Performance concerns within a job typically include: (1) Error/Accuracy, (2) Time/ Productivity, (3) Workload, (4) Job Preference/Satisfaction, and (5) Training. The procedure for matching performance measures to jobs involves 4 steps: (1) Categorize performance measures of interest into the five performance concern areas, (2) Define which human abilities are evaluated by each performance measure, (3) Determine which human abilities are utilized by workers to complete a particular job task, and (4) Use the human abilities to match potential performance measures to the job.
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This report serves to document the criterion-related validity and fairness of the examination for Contract Specialist (GS-1102-5/7), which was developed as an alternative to the Professional and Administrative Career Examination. ...
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This report serves to document the criterion-related validity and fairness of the examination for Contract Specialist (GS-1102-5/7), which was developed as an alternative to the Professional and Administrative Career Examination. Newly hired Contract Specialist interns at the GS-5/7 level provided the data for this study. A predictive validity strategy was employed in which the intern's performance on the examination was correlated with a measure of their job performance. The three components of the Contract Specialist examination are an ability test, a job knowledge test, and a structured interview.
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The Electronic Supervisor: New Technology, New Tension, deals with the use of computer-based technologies to measure how fast or how accurately employees work. This usually involves pitting the interests of the employer in reducin...
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The Electronic Supervisor: New Technology, New Tension, deals with the use of computer-based technologies to measure how fast or how accurately employees work. This usually involves pitting the interests of the employer in reducing costs, increasing workplace safety, limiting liability and exercising managerial control against employee privacy. The assessment explores a broad range of questions related to the use of new technology in the workplace and its effects on privacy, civil liberties, and quality of working life.
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A job performance aid is a device designed to provide information to assist the worker in on-the-job task situations. The report concerns initial efforts to identify methods for furthering job aid development and implementation. I...
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A job performance aid is a device designed to provide information to assist the worker in on-the-job task situations. The report concerns initial efforts to identify methods for furthering job aid development and implementation. Included in the report are the results of a literature review which confirmed that introducing job aids into task situations can reduce training requirements and improve task performance. Factors which are believed to have had a limiting influence on job aid employment are discussed. Preliminary accomplishments are cited including design of a categorization of job performance aids, construction of a survey questionnaire for gathering data on present conditions of job aid application within Navy ratings, and development of a job performance aid within the context of a nontechnical Navy task area. (Author)
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The initial tryout of the subject job aids (FPJPA), for the UH-1H helicopter, indicated that although they met all the format requirements they did not produce the expected level of task performance when used by novice and apprent...
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The initial tryout of the subject job aids (FPJPA), for the UH-1H helicopter, indicated that although they met all the format requirements they did not produce the expected level of task performance when used by novice and apprentice Air Force maintenance personnel. The author hypothesized that the FPJPA did not contain all the cues and directions necessary for the novice or apprentice. This report describes a method for identifying such cues and responses during a hands on tryout of the initially produced task steps, called behavioral analyses of tasks (BAT). The application of this BAT to many tasks produced an unfolding effect from pictorial to pictorial. It also identified many important but unplanned cues in the troubleshooting routines. Its application to the eleven UH-1H tasks used for the evaluation raised the performance level of both novice and apprentice personnel.
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This paper analyzes the situation of employees who intend to quit, but do not, to see if intention to quit can be useful in explaining job behaviors other than quitting. Absenteeism and being fired are suggested as unintended cons...
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This paper analyzes the situation of employees who intend to quit, but do not, to see if intention to quit can be useful in explaining job behaviors other than quitting. Absenteeism and being fired are suggested as unintended consequences of intention to quit. This relationship between these unintended consequences and job performance is alo examined. The analysis is guided by the theoretical premises of Mobley's models of the employee turnover process (Mobley, 1977; Mobley, Horner & Hollingsworth, 1978) and the author's model of job search as a two-cycle process. (Author)
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A two phase research project investigated the effects of job enrichment and goal setting on worker productivity and satisfaction in a well-controlled, simulated job environment. In the first phase, two conditions of goal setting (...
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A two phase research project investigated the effects of job enrichment and goal setting on worker productivity and satisfaction in a well-controlled, simulated job environment. In the first phase, two conditions of goal setting (assigned goals versus no goals) and two conditions of job enrichment (enriched versus unenriched) were established, producing four experimental conditions. In the second phase (after 2 days work) people with unenriched jobs worked under the enrichment conditions and people originally without goals were assigned goals. Results are discussed in terms of the current theoretical approaches for understanding employee motivation on the job.
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