Supervisor-rated Performance Research Articles

The Relationships of Team Role- and Character Strengths-Balance With Individual and Team-Level Satisfaction and Performance

Teamwork has been argued to play an increasingly important role in numerous jobs, and several studies focused on the effects of team composition for work-related outcomes. Recent research has also identified individuals’ character strengths and positive team roles (e.g., idea creator and relationship manager) as conducive to work-related outcomes. However, there is a scarcity of research on the role of character strengths or positive team roles on the level of teams. In the present study, we extend theoretical assumptions of team role theories to the study of character strengths and positive team roles: We examined the associations between character strengths and team roles with work-related outcomes on the individual (i.e., job satisfaction, self- and supervisor-rated performance) and the team level (i.e., teamwork quality, self- and supervisor-rated team performance). Further, we examined how the team composition relates to the outcomes, that is, whether balanced teams (i.e., all team roles or character strengths are represented in the current team) go along with desired outcomes and whether an overrepresentation of team roles or character strengths in a team (i.e., a team role or character strengths is represented by multiple team members) goes along with undesired outcomes. We studied a sample of 42 teams (N = 284 individuals) who completed measures of team roles, character strengths, teamwork quality, job satisfaction, and self-rated individual and team performance. Further, supervisor ratings of individual and team performance were collected. Results corroborated the relationships of team roles and character strengths with individual outcomes such as that specific roles and character strengths go along with individual performance and work satisfaction. Further, the results suggested that teams in which more team roles are represented report higher performance and teamwork quality. Also, teams with higher average levels of the character strengths of teamwork and fairness, and teams with more members scoring high in fairness and prudence report higher teamwork quality. Further, there is no evidence that having too many members with a particular character strength has detrimental effects on teamwork quality, work satisfaction, or performance. We conclude that extending the study of character to the level of teams offers an important advancement.

How abusive supervision ultimately might enhance performance ratings among silent, neurotic employees

PurposeWith a theoretical anchoring in the conservation of resources (COR) theory, this study investigates how employees' exposure to abusive supervision ultimately might lead to enhanced supervisor ratings of their job performance because employees react with defensive silence. Employees' neuroticism also might catalyze this process.Design/methodology/approachMulti-source, three-wave data were collected from employees and their supervisors in the power-distant, collectivistic country of Pakistan.FindingsBeliefs about the presence of verbally abusive leaders, somewhat ironically, mitigate the risk of diminished supervisor-rated performance evaluations to the extent that those beliefs prompt employees to engage in self-protective behaviors to avoid confrontations with the abusive leaders. This mediating role of defensive silence is invigorated to the extent that employees' personalities make them more sensitive to stressful work situations.Practical implicationsFor practitioners, this study identifies self-protective silence as a key, potentially worrisome mechanism that employees in power-distant, collectivistic countries may use to avoid negative performance ratings by leaders they perceive as abusive, and it reveals how this process tends to vary across different employees.Originality/valueThis research cites a critical, unexplored factor through which verbally abused employees can avoid negative performance evaluations, by engaging in defensive silence, not only as a potentially detrimental solution but also as an effective short-term solution. It further clarifies that this process is more likely to occur among neurotic employees.

Coping with recruiter stress: Hardiness, performance and well-being in US Army recruiters

ABSTRACT Recruiting for military service can be a highly stressful job, but it is one that is essential for success in the all-volunteer force. Military recruiters face a number of job stressors, including pressure to meet monthly production quotas, long work hours and time away from family. They also work in relative isolation, with limited work social support networks. These factors make recruiters vulnerable to burnout and early attrition. The present study examines psychological hardiness and active, problem focused coping as potential stress resilience resources in US Army recruiters. In a stratified random sample of N = 817 recruiters, hardiness was found to predict supervisor-rated performance and psychological well-being. Hardiness also interacted with problem focused coping to predict psychological well-being, suggesting a mediating role for coping. These results can be applied to help improve policy for selecting and training military recruiters.

Social identity theory and leader–member exchange: individual, dyadic and situational factors affecting the relationship between leader–member exchange and job performance

Purpose This study aims to integrate social identity and leader–member exchange (LMX) theory to investigate the processes and boundary conditions around LMX–performance relationships. Through the application of two leader–follower subsamples, the authors test three main objectives. What is the effect of multi-dimensional dyad value-congruence on LMX and how does congruence on these dimensions differentially influence leader and follower perceptions of LMX? In a subsample of followers including supervisor-rated performance, the authors develop a model that examines how individual values moderate the effect of dyad contact on supervisor-rated job performance mediated by follower LMX. Design/methodology/approach The participants for this study include graduate and undergraduate social work students who were taking part in a one-year work placement within a social work organization as well as their immediate supervisors. Across a four-month period, participants filled out measures of their supervisor contact, work values and LMX. Supervisor-rated performance was also included. Findings Findings from the dyadic subsample show that growth value congruence is a predictor of follower-rated LMX, with value congruence across all values having no effect on leader-rated LMX. Within a subsample of followers, findings suggest that follower-rated LMX mediates the relationship between dyad contact and supervisor-rated job performance, with individual work values moderating this effect. Originality/value The current study offers several contributions to the literature on LMX and job performance. First, in this study’s dyadic leader–follower sample, the authors extend propositions made by social identity theory around value congruence and LMX by offering support for a multi-dimensional and multi-target approach to questions of values and LMX. Second, within this study’s larger non-dyadic sample, the authors offer insights into previous conflicting findings around dyad contact and LMX, by offering support for the indirect effect of dyad contact on supervisor-rated performance via LMX. Third, within this second sample, the authors also extend the literature on values and LMX to show that the process through which LMX influences job performance is dependent on follower values.

Ups and Downs of Organizational Commitment: Psychological Contract Breach Absence and Accumulation

This study examined the dynamic nature of organizational commitment (OC) using latent class growth modeling to better understand the complex relations among psychological contract (PC) breach (its absence and accumulation), OC, and performance. We used time- sensitive methods and analyses to overcome limitations associated with traditional methods used in the PC literature. We surveyed 164 Belgian employees and their supervisors for 10 consecutive weeks, resulting in 1117 observations. We found five theoretically relevant OC trajectories for employees who experienced PC breach: Continuous Decline, Positive Accommodation, Re-Commitment, Sustained Commitment, and Continuous Elevation. In contrast, we found two for employees who did not experience PC breach: Sustained Commitment and Continuous Elevation. The highest levels of PC breach accumulation were characterized by Continuous Decline, whereas the lowest were characterized by Positive Accommodation or Re-Commitment. Moreover, employees who demonstrated Continuous Decline had the lowest supervisor-rated performance and OCB, and the highest CWB. In contrast, those who demonstrated Sustained OC or Continuous Elevation, regardless of PC breach accumulation, had the highest performance and OCB, and the lowest CWB. Our findings challenge implicit assumptions in the PC literature, underscoring the importance of temporal research.

Improving Our Ability to Predict Resident Applicant Performance: Validity Evidence for a Situational Judgment Test

Construct: We investigated whether a situational judgment test (SJT) designed to measure professionalism in physicians predicts residents’ performance on (a) Accreditation Council for Graduate Medical Education (ACGME) competencies and (b) a multisource professionalism assessment (MPA). Background: There is a consensus regarding the importance of assessing professionalism and interpersonal and communication skills in medical students, residents, and practicing physicians. Nonetheless, these noncognitive competencies are not well measured during medical education selection processes. One promising method for measuring these noncognitive competencies is the SJT. In a typical SJT, respondents are presented with written or video-based scenarios and asked to make choices from a set of alternative courses of action. Interpersonally oriented SJTs are commonly used for selection to medical schools in the United Kingdom and Belgium and for postgraduate selection of trainees to medical practice in Belgium, Singapore, Canada, and Australia. However, despite international evidence suggesting that SJTs are useful predictors of in-training performance, end-of-training performance, supervisory ratings of performance, and clinical skills licensing objective structured clinical examinations, the use of interpersonally oriented SJTs in residency settings in the United States has been infrequently investigated. The purpose of this study was to investigate whether residents’ performance on an SJT designed to measure professionalism-related competencies—conscientiousness, integrity, accountability, aspiring to excellence, teamwork, stress tolerance, and patient-centered care—predicts both their current and future performance as residents on two important but conceptually distinct criteria: ACGME competencies and the MPA. Approach: We developed an SJT to measure seven dimensions of professionalism. During calendar year 2017, 21 residency programs from 2 institutions administered the SJT. We conducted analyses to determine the validity of SJT and USMLE scores in predicting milestone performance in ACGME core competency domains and the MPA in June 2017 and 3 months later in September 2017 for the MPA and 1 year later, in June 2018, for ACGME domains. Results: At both periods, the SJT score predicted overall ACGME milestone performance (r = .13 and .17, respectively; p < .05) and MPA performance (r = .19 and .21, respectively; p < .05). In addition, the SJT predicted ACGME patient care, systems-based practice, practice-based learning and improvement, interpersonal and communication skills, and professionalism competencies (r = .16, .15, .15, .17, and .16, respectively; p < .05) 1 year later. The SJT score contributed incremental validity over USMLE scores in predicting overall ACGME milestone performance (ΔR = .07) 1 year later and MPA performance (ΔR = .05) 3 months later. Conclusions: SJTs show promise as a method for assessing noncognitive attributes in residency program applicants. The SJT’s incremental validity to the USMLE series in this study underscores the importance of moving beyond these standardized tests to a more holistic review of candidates that includes both cognitive and noncognitive measures.

Linking career adaptability to supervisor-rated task performance: a serial mediation model

PurposeBased on a combination of career construction theory (CCT) and conservation of resources (COR) theory, this study proposes and examines a serial mediation model connecting proactive personality with supervisor-rated task performance sequentially through career adaptability and job engagement.Design/methodology/approachA sample of 177 supervisor–subordinate dyads in the United States participated in the multisource survey, and structural equation modeling was used to test the hypotheses. The proposed indirect effects were evaluated using a bootstrap procedure.FindingsResults indicated that career adaptability mediated the relationship between proactive personality and job engagement, job engagement mediated the relationship between career adaptability and supervisor-rated task performance and career adaptability and job engagement sequentially mediated the relationship between proactive personality and supervisor-rated task performance.Research limitations/implicationsThrough an examination of the nomological network pertaining to career adaptability, the results provide strong evidence in support of integrating CCT with COR theory in this research stream. Future studies should continue to expand upon the model presented here by considering potential moderators that might influence certain paths within this relationship network and use longitudinal designs to allow for stronger causal inferences.Practical implicationsGiven the central role proactive personality plays in career construction and job engagement, organizations should encourage workers to be more proactive while on the job. This may help engender career adaptability and work engagement among employees – ultimately contributing to organizational success.Originality/valueThis study responds to calls linking career adaptability to supervisory ratings of work performance. In doing so, it advances the literatures on proactive personality and career adaptability by highlighting the importance of considering the tenets of both CCT and COR theory.

Disability Severity, Leader-Member Exchange, and Attitudinal Outcomes: Considering the Employee and Supervisor Perspectives.

Purpose Although the effects of disability on employee work outcomes are well-documented, the mechanism that explain these relationship remains unclear. We propose that the quality of relationships employees with disabilities develop with their supervisors explains the link between disability severity and employee work outcomes. More specifically, we examine the mediating role of leader-member exchange (LMX) in the relationship between employee disability severity and presenteeism, job accommodation, supervisor-rated performance, job satisfaction, and resilience. We test this proposition from two perspectives: employees with disabilities and supervisors who had supervised employees with disabilities. Method We collected data from employees with musculoskeletal disabilities (Sample 1, N = 264) and supervisors who had supervised employees with musculoskeletal disabilities in the past two years (Sample 2, N = 224). Results From the perspective of employees with disabilities (Sample 1), disability severity was negatively related to LMX quality (R2 = .28). Contrary to our hypothesis, we found a positive relationship between supervisor perceptions of employee disability severity and LMX in Sample 2 (R2 = .27). After adjusting for disability severity, LMX quality was related to improved outcomes in both samples: higher employee job satisfaction (Sample 1: R2 = .36), provision of job accommodations (Sample 1: R2 = .16; Sample 2: R2= .15), resilience (Sample 1: R2 = .18), lower levels of presenteeism (Sample 1: R2 = .20), and higher performance evaluations for employees with disabilities (Sample 2: R2 = .49). Conclusion By collecting two separate samples, we revealed similarities and differences in employee and supervisor perspectives. Our findings demonstrated the need for including both perspectives when considering implications of employee disability severity.

Lifelong learning mindset and career success: evidence from the field of accounting and finance

PurposeThe purpose of this article is to examine the relationship between a lifelong learning mindset and career success. A lifelong learning mindset is a way of approaching one's work with curiosity, strategic thinking, and resilience. Career success refers to objective (e.g., number of promotions) and subjective (e.g., job satisfaction) indicators of progress and fulfillment in one's work.Design/methodology/approachTwo studies are presented. Both studies draw from an accounting and finance program at a Canadian university. In study 1, data were collected from students (n = 62) and their supervisors at the end of a four-month co-operative education (co-op) work term. In study 2, data were collected from graduates (n = 148).FindingsResults suggest that developing a lifelong learning mindset enhances both objective and subjective career success. Participants' lifelong learning mindset was associated with objective career success in both studies (supervisor-rated performance in study 1 and number of promotions in study 2). Lifelong learning mindset was associated with subjective career success in study 2 (job satisfaction, work engagement, and job-related self-efficacy) but not in study 1 (experience satisfaction).Originality/valueThis article presents the first empirical examination of the relationship between a lifelong learning mindset and career success. Insights from the article highlight the fact that educators and workplace managers might work together to promote a lifelong learning mindset for current and future workers.

Does organizational virtuousness and psychological capital impact employee performance: evidence from the banking sector

PurposePositive psychology views organizational virtuousness (OV) and psychological capital (PsyCap) as significant external and internal variables. From a research perspective, both OV and PsyCap have indicated a positive relationship with employee performance. However, the underlying mechanism of the causal relationship needs to be explored.Design/methodology/approachThe study employed a cross-sectional design. The sample was collected through snowball technique from (n = 122) Indian bank employees from the public (51 per cent) and private sector (49 per cent).FindingsOV and PsyCap reveal a positive effect on self and supervisor-rated performance of the Indian bankers. OV predicts PsyCap. Overall, OV and PsyCap impacts supervisor-rated performance.Research limitations/implicationsOur study demonstrates that organizations can develop employee OV to enhance their PsyCap. It is essential to improve their perceptions of OV. Moreover, this relationship also empowers employee performance, thereby emphasizing the importance of OV among employees, managers and organizations. Study findings seem robust, but other researchers should extend this work into other sectors and with larger sample sizes.Originality/valueOur study is the first to explore the relationships between OV and PsyCap. Also, it assesses the variable’s impact on self and supervisor rated performance. The results of our study provide insights into banking employees' performance that managers can use in their daily operations.

Revisiting the neuroticism – performance link: A dynamic approach to individual differences

In the present paper, the relationship between neuroticism and supervisory ratings of performance is examined using a dynamic approach to personality. This approach integrates both within‐ and between‐person differences by looking at individual differences in baseline neuroticism, neuroticism variability and neuroticism attractor strength. Our findings showed that baseline neuroticism related to lower supervisory ratings of performance, and that a high level of baseline neuroticism is particularly detrimental for people who fail to return to their baseline swiftly. Altogether, these findings demonstrate that adopting a more integrative, dynamic approach to personality has the potential to contribute to a better understanding of the personality–performance relationship.Practitioner points How employees’ performance is perceived by their supervisors not only depends on between‐person differences in employees’ average level of neuroticism, but also on the extent to which their state neuroticism levels vary Assessing personality dynamics has the potential to contribute to a better understanding of the candidate’s personality Managers should take into account that the impact of baseline personality on performance depends on how deviations from the baseline are regulated.

A Meta-Analysis of Job Insecurity and Employee Performance: Testing Temporal Aspects, Rating Source, Welfare Regime, and Union Density as Moderators.

Previous research has shown that job insecurity is linked to a range of performance outcomes, but the number of studies exploring this relationship is still limited and the results are somewhat mixed. The first aim of this study was to meta-analytically investigate how job insecurity is related to task performance, contextual performance, counterproductive work behavior, creativity, and safety compliance. The second aim was to test two method-related factors (cross-sectional vs. longitudinal associations and self- vs. supervisor-ratings of performance) and two macro-level indicators of social protection (social welfare regime and union density) as moderators of these associations. The results show that job insecurity was generally associated with impaired employee performance. These findings were generally similar both cross-sectionally and longitudinally and irrespective of rater. Overall, the associations between job insecurity and negative performance outcomes were weaker in welfare regimes characterized by strong social protection, whereas the results concerning union density produced mixed results. A majority of the findings confirmed the negative associations between job insecurity and types of employee performance, but future research is needed to elaborate on the effects of temporal aspects, differences between ratings sources, and further indicators of social protection in different cultural settings in the context of job insecurity.

The Joint Effect of Organizational and Professional Identification for Job Performance

Individuals hold multiple identities, but little research has been conducted on how these multiple identities may simultaneously shape employee outcomes in the workplace. In particular, prior literature provides mixed views regarding the nature of the joint effect of organizational and professional identification, such that professional identification may augment or attenuate the relationship between organizational identification and job performance. Noting the importance of professional core values governing these employees’ attitudes and behaviors, we propose that their evaluation of how well their organization supports their professional core values becomes a critical condition in determining the nature of the joint effect of the two types of identification. We tested our proposition across two questionnaire survey studies between two professional groups (journalists, teachers), utilizing self-rated and supervisor-rated performance, respectively. Our findings contribute to the literature on multiple identities and provide practical insights for managing professional employees.

Perceived competence and impression management: Testing the mediating and moderating mechanisms.

Using a diverse and unique sample of triads (N = 191 self, peer, and supervisor reports) from a field survey of two service sector organisations, this study examined the effects of perceived competence (self-reported) and supervisor-rated performance ratings on peer-rated impression management. The study also tested the mediating role of performance in competence-impression management relationships and the moderating role of job satisfaction (self-reported) in performance-impression management relationships using bootstrapping techniques. The study further examined the conditional indirect effects (i.e., moderated mediation) of perceived competence on impression management. The sample consisted of white collar employees from a government organisation and a leading cellular company in a developing country (i.e., Pakistan). Employees with low perceived competence were more likely to use impression management tactics than were those with high perceived competence. Similarly, poor performance ratings produced high impression management. Moreover, performance mediated the relationship between competence and impression management. The findings also suggest that perceived competence has a negative indirect effect on impression management for those with high levels of job satisfaction. Finally, impression management was highest when performance and satisfaction were low.

Does employee perceived person-organization fit promote performance? The moderating role of supervisor perceived person-organization fit

ABSTRACTPrior research has shown inconsistent and mostly nonsignificant relationships between employee person-organization (P-O) fit and in-role performance. In this study, we examine whether the strength of the relationship between employee perceived P-O fit and supervisor-rated performance depends on the perceived P-O fit of the supervisor. We propose that (a) in-role task-related processes are facilitated when both supervisor and employee share a common frame of understanding about what is important for the organization and (b) that high P-O fit supervisors attach value to the work behaviours of high P-O fit employees, both of which should translate into more positive performance evaluations. The results of a field study among 155 employees and their supervisors provided support for this proposition: employees’ perceived P-O fit was positively associated with their performance evaluation when supervisor perceived P-O fit was high, whereas this association was absent when supervisor perceived P-O fit was low. Our study contributes to the P-O fit literature by unpacking whether and when employee perceived P-O fit is important for functioning and performance evaluations.

Internet-based digitalmarketing strategies fordata-rich environments

PurposeThe purpose of this paper is to first bring to light the essential digital strategies to study organizations. Second, how businesses can improve their strategic capabilities by using the information gathered from internet sources or networks. Third, this study investigates how employees in an organization tend to engage in positive and/or negative gossip and how gossips affect coworker-rated informal influence in organization and supervisor-rated performance. Social network analysis is used to find the underlying relationships between gossips, coworker-rated influence and supervisor-rated performance.Design/methodology/approachThis research paper is divided into two parts. The first study based on profound synthesis of literature. Major digital sources to study organizations are identified. The strategies requirement for each channel is identified. Suggestions are given to managers to improve strategic decision-making based on big data. The second study is a cross-sectional study where questionnaires (survey) are used to elicit data. Social network analysis is used to analyze the data using ucinet 6 software.FindingsThe findings of the study pinpoint the skills required to analyze large data, available in organizations. The second study finds out that close friends are more engaged in gossips than coworkers who have only working relationships. The friends having high structural embeddedness are more likely to be involved in negative gossips. Coworker perceives those employees who are engaged in negative gossips as having high informal influence. However, there is negative relationship between negative gossips and supervisor-rated influence.Research limitations/implicationsThe research study is cross-sectional in design; however, longitudinal design can be used to gain more insights about negative gossips and their effects. Second, a very small sample is used in this study.Practical implicationsThis study can be used to understand informal communication network in the organization. Managers can use this channel to pass information quickly, as informal channels are faster than formal communication channels. This research can be used to understand the underling relationships between the coworkers in organizationsOriginality/valueThis paper provides guidelines to organizational life and information on how the informal networks within organization can be studied.

Work overload and intimidation: The moderating role of resilience

Work overload is a critical but understudied stressor at work, particularly for boundary-spanning positions. Recent studies have highlighted the need for more research on the identification of different predictors of the use of intimidation, a type of assertive impression management tactic. Relying on Lazarus's transactional theory, this study hypothesized and investigated a mediated moderation model that includes resilience, work overload, and its outcomes.This paper contributes to the organizational literature by examining the use of intimidation by salespeople as a reaction to stressful circumstances and the association between this tactic and salespeople's performance. The information provided by 248 employee–supervisor dyads confirmed the proposed model. Work overload has a positive association with intimidation, and the direct effect of work overload on intimidation depends on the level of an employee's resilience. Finally, the use of intimidation has a negative association with supervisor-rated performance.

How do callings relate to job performance? The role of organizational commitment and ideological contract fulfillment

Do individuals with callings perform better than those without? Why or why not? There are not clear answers to these questions in the literature. Using a social exchange framework, we posit an intervening process between callings and job performance, focusing on the role of organizational commitment and ideological contract fulfillment – the degree to which organizations live up to their ideological promises. Specifically, individuals with callings will be more committed to their organization, and this commitment, in turn, leads to job performance. Further, this relationship of calling to job performance through commitment will be attenuated when employees perceive under-fulfillment of ideological contract. We found support for these hypotheses across three studies that utilized self- or supervisor-rated performance data from a non-profit organization and multiple for-profit organizations. Interestingly, while the relationship between commitment and performance did depend on fulfillment of the ideological psychological contract, contrary to our prediction, the calling-commitment relationship was not attenuated by under-fulfillment of ideological contract. Our findings deepen our understanding of the organizational implications of callings from a social exchange-based perspective. This study further informs practitioners as to hiring and motivating individuals with a calling.

Getting credit for OCBs: potential costs of being a good actor vs. a good soldier

ABSTRACTEmploying a sample of 197 employee-supervisor dyads, we explore whether employees’ attitudes and underlying motivation for engaging in organizational citizenship behaviours (OCBs) differentially relate to supervisors’ assessments of their individual performance and reward recommendations. We theorized that employees who perform OCBs with self-serving motives would be low on affective commitment and high on equity sensitivity, and that such individuals would receive lower performance ratings and fewer reward recommendations than those who are high on affective commitment, low on equity sensitivity, and more selflessly motivated. Our results suggest that employees with high affective commitment, low equity sensitivity, and high selfless motives were more likely to receive positive supervisor performance ratings and high reward recommendations. We also found that affective commitment moderated the mediating path of prosocial values (a selfless motive) on the relationship between OCBs and reward recommendations. Practical implications and future research directions are discussed.

Translating self-efficacy in job performance over time: The role of job crafting

ABSTRACTThis investigation intends to uncover the mechanisms linking self-efficacy to job performance by analyzing the mediating role of job crafting. A two-wave study on 465 white-collar workers was conducted, matching participants’ self-report data (i.e., self-efficacy and job crafting) with supervisory performance ratings. The structural equation model showed a positive reciprocal relationship between self-efficacy and crafting behaviors. In turn, job crafting predicted performance positively over time. More importantly, results confirmed the mediating role of crafting actions, which may represent the behavioral process underlying the positive effect of self-efficacy on individual outcomes. Practical implications for organizations, such as encouraging bottom-up job design or designing job-crafting interventions, and future research directions are also offered.