Abstract
A review of literatures thought to be relevant for understanding situational contributions to ability‐performance relationships was conducted. The review suggested that only three sets of variables, incentive systems, job characteristics, and leadership style/management philosophy (“climates”) have recieved research attention from an ability/situation vantage point. It was also shown that in both experimental and survey research these three factors can moderate ability‐performance relationships. Because these same three sets of variables are also known to have main effects on average performance levels, an hypothesis is presented that when organizations establish work conditions which facilitate the display of task‐relevant individual ability, then validity for ability measures, average performance levels, and general levels of satisfaction will all be high.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
