Supervisor-rated Performance Research Articles

The Incremental Validity of Honesty–Humility Over Cognitive Ability and the Big Five Personality Traits

The present study examines the incremental validity of Honesty–Humility (H-H), a measure of the tendency to be fair and genuine in dealing with others, for supervisory ratings of job performance (including both task and contextual performance) over cognitive ability and the Big Five personality traits. Specifically, we explore the incremental validity of H-H in predicting contextual performance. Results based on 217 South Korean military officer candidates are consistent with previous conclusions that Conscientiousness is the strongest predictor of contextual performance and that cognitive ability is the strongest predictor of task performance. More important, our results reveal that H-H offers moderate incremental validity for contextual performance but no incremental validity for task performance over the effects of cognitive ability and the Big Five personality traits.

Predicting performance with contextualized inventories – Two field studies yielding different results

A recent meta-analysis (Schaffer & Postlethwaite, 2012) showed that contextualized personality inventories have incremental predictive validity over generic inventories when predicting performance. We conducted two studies investigating the differences between two contextualization types: adding an ‘at work’/‘at school’ tag to items versus completely modifying items to the applicable context. The first study focused on a work context, using supervisory performance ratings (n = 139). The second focused on a school context, using actual GPA (n = 531). All participants filled in a generic, tagged and completely modified personality inventory. The participants also gave participant reactions for each personality inventory, rating the inventory types on liking, face validity and perceived predictive validity. We expected to find incremental validity for the tagged inventory and the completely modified inventory, for predicting performance. However, this hypothesis was only confirmed in the school context. Participants reactions improved for the tagged inventories and even more for the completely modified inventories.

Putting Raters in Context: A Multilevel Analysis of Supervisory Performance Ratings

Research on sources of variance in job performance ratings has indicated significant portions of variability associated with rater effects. However, despite theory and empirical evidence that rating contexts are also likely to be influential, research to date has yet to partition variance due to context in supervisory ratings of performance. Using field performance rating data from a large law- enforcement organization, we use a multilevel modeling approach to partition the variance in ratings due to ratees, raters, as well as rating contexts. Our results suggest that much of what may often be attributed to idiosyncratic rater variance, may actually reflect systematic rating variability across contexts. In order to further examine the factors that account for both rater and contextual rating variability, we also included a diverse set of predictor variables which included both performance-related and non-performance factors. Results suggest that, supervisor rating tendencies as well as contextual rating n...

"Leader Humility: The Boundary Conditions, Cross-Cultural Comparisons, and Practical Implications"

Although numerous conceptual and empirical studies have suggested that leader humility be beneficial in organizations, other researchers state that such a follower-centered style might be seen as a weakness of leaders and thus impede leadership effectiveness. Additionally, because the current research scope of leader humility is limited to subjective and individual outcomes (i.e., job satisfaction or supervisor-rated performance), its strategic and practical implications still remain unclear. In this symposium, we include four empirical papers that explore [1] the moderating factors and [2] the strategic and practical implications of leader humility effectiveness in organizations. Following the presentations, Brad Owens, a researcher in humility studies, and James Emrich, an experienced leadership consultant will serve as the discussants to provide both theoretical and practical suggestions and lead an interactive group discussion. Cross-Cultural Comparison of Humility and Charismatic Leadership: Status Incongruences as Moderato Presenter: Amy Y. Ou; National U. of Singapore Presenter: Qin Su; Chinese U. of Hong Kong Presenter: Chia-Yen Chiu; U. at Buffalo, the State U. of New York Presenter: Bradley Paul Owens; Brigham Young U. Do Humble Leaders Affect All Followers Similarly? The Role of Power Distance Presenter: Michael A Daniels; Singapore Management U. Presenter: Gary Greguras; Singapore Management U. Presenter: Michael Bashshur; Singapore Management U. Presenter: Burak Oc; Pompeu Fabra U. CEO Humility: Development of an Unobtrusive Measure and Strategic Implications Presenter: Marie Michele Beauchesne; Florida International U. Presenter: Nathan J. Hiller; Florida International U. Cross-Level Interactive Effects between Proactive Personality and Humble Leadership Presenter: Shuhua Sun; Maastricht U.

The Role of Means Efficacy When Predicting Creative Performance

According to the Internal-External Efficacy model, self-efficacy is an insufficient explanation for self-regulated behavior because it ignores the influence of external resources. Applying this theory of motivation to the prediction of creative performance, the extent to which means efficacy or the belief in the utility of external resources predicted independent assessments of creativity was tested. In Study 1, student webmasters’ (N =124) means efficacy predicted subject matter expert's ratings of creativity of student organization homepages. In Study 2, employees’ (N = 128) means efficacy predicted individual supervisory ratings of creative performance. In addition, means efficacy enhanced the positive relationship between creative self-efficacy and supervisors’ ratings of creative performance. Implications for enhancing creativity in the workplace are discussed.

When the Mood Hits Your Eye: Interactive Effects of Cognition and Affect on Creativity

Building on cognitive tuning theory, we test a model connecting employees’ positive and negative affect and creative self-efficacy with supervisor-rated creative performance. Based on data obtained from 459 subordinate-supervisor dyads from a large organization in China, we demonstrate that creative self-efficacy has a positive influence on employees’ creativity when employees experience both low levels of positive affect and high levels of negative affect. Building on these results, we call for more research examining the interplay between affective and cognitive influences on employees’ creative performance.

Morning Employees are Better: Employees’ Start Times Influence Supervisor Performance Ratings

In this research, we draw from the stereotyping literature to suggest that supervisor ratings of job performance are affected by employees’ start times – the time of day they first arrive at work. ...

"Reducing job insecurity and increasing performance ratings: Does impression management matter?": Correction to Huang et al. (2013).

Reports an error in Reducing job insecurity and increasing performance ratings: Does impression management matter by Guo-hua Huang, Helen Hailin Zhao, Xiong-ying Niu, Susan J. Ashford and Cynthia Lee (Journal of Applied Psychology, 2013[Sep], Vol 98[5], 852-862). In the original article, the grant information in the author note was incorrect. The corrected note is presented in the erratum. (The following abstract of the original article appeared in record 2013-19337-001.) Prior research on job insecurity has demonstrated its detrimental effects on both employees and the organization, yet no research has detailed how people actively deal with it. Drawing from proactivity research, this article argues that job insecurity prompts a proactive use of impression management tactics in the workplace. The effectiveness of these tactics depends on the level of supervisory liking for the employee and the attributions supervisors make regarding the employee�s motives for the impression management behaviors (i.e., for the good of the organization or for self-interest). A 3-wave survey study of 271 Chinese employees and their supervisors showed that employees experiencing job insecurity in Time 1 reported using a variety of tactics to impress their supervisors at Time 2 and that these tactics curbed the affect associated with job insecurity and enhanced supervisor rated performance, through supervisor�s liking and attributed motives. The relationship between impression management and increased supervisor-rated performance was moderated by supervisor attributions; the relationship between impression management and reduced affective job insecurity depended on supervisor liking. (PsycINFO Database Record (c) 2014 APA, all rights reserved)

Scoring Biodata: Is it rational to be quasi‐rational?

Five quasi‐rational biodata scales were developed by empirically keying biodata items to predict scores on a measure of the Big Five dimensions of personality. The criterion‐related validities of the quasi‐rational scales were compared to empirical and rational biodata keying methods using supervisory ratings of job performance as the criterion. Empirical keying outperformed the quasi‐rational and rational methods (which had similar validities).

Mechanical versus clinical data combination in selection and admissions decisions: A meta-analysis.

In employee selection and academic admission decisions, holistic (clinical) data combination methods continue to be relied upon and preferred by practitioners in our field. This meta-analysis examined and compared the relative predictive power of mechanical methods versus holistic methods in predicting multiple work (advancement, supervisory ratings of performance, and training performance) and academic (grade point average) criteria. There was consistent and substantial loss of validity when data were combined holistically-even by experts who are knowledgeable about the jobs and organizations in question-across multiple criteria in work and academic settings. In predicting job performance, the difference between the validity of mechanical and holistic data combination methods translated into an improvement in prediction of more than 50%. Implications for evidence-based practice are discussed.

Assessing the validity of sales self-efficacy: A cautionary tale.

We developed a focused, context-specific measure of sales self-efficacy and assessed its incremental validity against the broad Big 5 personality traits with department store salespersons, using (a) both a concurrent and a predictive design and (b) both objective sales measures and supervisory ratings of performance. We found that in the concurrent study, sales self-efficacy predicted objective and subjective measures of job performance more than did the Big 5 measures. Significant differences between the predictability of subjective and objective measures of performance were not observed. Predictive validity coefficients were generally lower than concurrent validity coefficients. The results suggest that there are different dynamics operating in concurrent and predictive designs and between broad and contextualized measures; they highlight the importance of distinguishing between these designs and measures in meta-analyses. The results also point to the value of focused, context-specific personality predictors in selection research.

Reducing job insecurity and increasing performance ratings: Does impression management matter?

Prior research on job insecurity has demonstrated its detrimental effects on both employees and the organization, yet no research has detailed how people actively deal with it. Drawing from proactivity research, this article argues that job insecurity prompts a proactive use of impression management tactics in the workplace. The effectiveness of these tactics depends on the level of supervisory liking for the employee and the attributions supervisors make regarding the employee's motives for the impression management behaviors (i.e., for the good of the organization or for self-interest). A 3-wave survey study of 271 Chinese employees and their supervisors showed that employees experiencing job insecurity in Time 1 reported using a variety of tactics to impress their supervisors at Time 2 and that these tactics curbed the affect associated with job insecurity and enhanced supervisor rated performance, through supervisor's liking and attributed motives. The relationship between impression management and increased supervisor-rated performance was moderated by supervisor attributions; the relationship between impression management and reduced affective job insecurity depended on supervisor liking.

Employment Specialist Competencies as Predictors of Employment Outcomes

Employment specialist competencies were examined as predictors of employment outcomes for consumers with serious mental illness participating in supported employment. Self-report and supervisor-rated performance measures from 57 employment specialists were correlated with three consumer employment outcomes (i.e., competitive employment rate, 90-day employment rate, and dropout rate). Employment specialists varied from 0 to 80% in the competitive employment rates for their caseloads. Supervisor ratings of job performance and employment specialist efficacy, percentage of time in the community, and frequency of contacts with consumers were associated with employment outcomes. Employment specialist self-report measures were unrelated to employment outcomes. Surprisingly, employment specialists with larger caseload sizes had higher employment rates. Employment specialists vary widely in their effectiveness. Behavioral measures and supervisory ratings of employment specialists were most predictive of employment outcomes. Direct observation of employment specialist job performance appears to be the most promising method for identifying competencies predictive of employment outcome.

Combined Effects of Perceived Politics and Psychological Capital on Job Satisfaction, Turnover Intentions, and Performance

With a diverse sample (N = 231 paired responses) of employees from various organizations in Pakistan, the authors tested for the main effects of perceived organizational politics and psychological capital on turnover intentions, job satisfaction, and supervisor-rated job performance. They also examined the moderating influence of psychological capital in the politics–outcomes relationships. Results provided good support for the proposed hypotheses. While perceived organizational politics was associated with all outcomes, psychological capital had a significant relationship with job satisfaction and supervisor-rated performance only. As hypothesized, the negative relationship of perceived organizational politics with job satisfaction and supervisor-rated performance was weaker when psychological capital was high. However, the result for turnover intentions was counter to expectations where the politics–turnover intention relationship was stronger when psychological capital was high.

Cultural differences and applicants' procedural fairness perceptions

PurposeThe purpose of this paper is to examine Chinese traditionality as a predictor of applicants' procedural fairness perceptions in selection, and both its direct and indirect relationship with applicants' recommending behavior, job performance and turnover intention three to four months post hire. Traditionality, as a moderator of perceptions‐outcomes relationships, is also tested.Design/methodology/approachSurvey data of 218 supervisor‐subordinate dyads were collected from Mainland Chinese organizations. Data were gathered in two waves, with demographic and traditionality measures taken at time 1, and supervisory ratings of performance, recommending behavior and intention to turnover taken at time 2.FindingsOne component of traditionality alone (Respect for Authority) positively predicted applicants' procedural fairness perceptions. These perceptions, in turn, predicted recommending behavior (+), job performance (+) and turnover intentions (−). There were also direct relationships between Respect for Authority and both job performance (+) and turnover intention (−). The data failed to support the moderating effect of Chinese traditionality on the relationships between procedural fairness perceptions and outcome variables.Research limitations/implicationsDespite the methodological strengths of this study, the study is cross‐sectional in nature which weakens causal inferences regarding the relationships in the theoretical model. Moreover, the paper does not investigate empirically the concrete mechanisms from Chinese traditionality to fairness perceptions and from fairness perceptions to outcome variables, since its foci are the predicting and moderating roles of Chinese traditionality.Originality/valueThe paper's findings underscore the importance of Respect for Authority as the key and only component of Chinese traditionality that predicts procedural justice perceptions and worker outcomes.

Interests, Work Values, and Occupations

This study examined whether a measure of person–environment (P-E) fit predicted worker ratings of work attitudes and supervisor ratings of performance. After combining extant data elements and expert ratings of interest and work value characteristics for each occupation in the O*NET system, the authors generated a “Fit Index”—involving profile correlations between individual interest and work value score profiles and corresponding occupational profiles—for each occupation. The authors then conducted an extensive field study of 503 adult workers and 219 supervisors. The construct validity of the fit scores was supported by the patterns of over 477,000 scores across same, similar, and dissimilar occupations. Results also supported the association of person–occupation fit with desirable work attitudes and outcomes, and the incremental validity of fit when including a measure of integrity. These results add support to the idea that P-E fit can be useful in personnel staffing.

Competition and Achievement Goals in Work Teams

This study examined how competition within teams influences which type of achievement goals employees adopt. We studied how dispositional learning-goal and performance-goal orientation interact with team-level competition and predict whether team members adopt state learning or performance achievement goals. State achievement goals, in turn, were proximal antecedents of two outcome measures: job-related self-efficacy and supervisory ratings of job performance. The participants were 502 employees and 55 supervisors. Results confirmed that competition was positively associated with state performance goals. Trait performance-goal orientation influenced whether competition was negatively associated with state learning goals. In highly competitive teams, trait performance-goal orientation was negatively related to state learning goals, whereas in less competitive teams, a performance-goal orientation was positively related to state learning goals.

Do left and right asymmetries of hemispheric preference interact with attention to predict local and global performance in applied tasks?

Many cognitive neuroscience studies show that the ability to attend to and identify global or local information is lateralised between the two hemispheres in the human brain; the left hemisphere is biased towards the local level, whereas the right hemisphere is biased towards the global level. Results of two studies show attention-focused people with a right ear preference (biased towards the left hemisphere) are better at local tasks, whereas people with a left ear preference (biased towards the right hemisphere) are better at more global tasks. In a third study we determined if right hemisphere-biased followers who attend to global stimuli are likely to have a stronger relationship between attention and globally based supervisor ratings of performance. Results provide evidence in support of this hypothesis. Our research supports our model and suggests that the interaction between attention and lateral preference is an important and novel predictor of work-related outcomes.

A follower-centric approach to the vision integration process

Leaders increasingly understand the importance of involving followers in the vision implementation process. Viewing vision as a guiding framework that may or may not be adopted by followers throughout the organization, we test a model of the leader–follower communication processes involved in linking vision with follower work behaviors and decisions. Using a cross-sectional research design, we examine the basic relationships in a hypothesized model of the vision integration process. Employees from a health maintenance organization (HMO) (N=340) completed surveys concerning leader–follower communication, perceptions of the company's vision, and its integration into their work behaviors. Not surprisingly, leader–follower communication regarding vision is crucial. More importantly, how the vision is understood and integrated by followers into work behaviors and decisions significantly predicts commitment, job satisfaction, and supervisory ratings of performance. Based on these findings, a more follower-centered conceptualization of vision is offered.

Organizational work–family resources as predictors of job performance and attitudes: The process of work–family conflict and enrichment.

The goal of the current study was to test a model where organizational resources (aimed at managing work and family responsibilities) predict job attitudes and supervisor ratings of performance through the mechanisms of work-family conflict and work-family enrichment. Employees (n = 174) at a large metropolitan hospital were surveyed at two time periods regarding perceptions of family supportive supervisor behaviors (FSSB), family supportive organizational perceptions (FSOP), bidirectional work-family conflict, bidirectional work-family enrichment, and job attitudes. Supervisors were also asked to provide performance ratings at Time 2. Results revealed FSSB at Time 1 predicted job satisfaction, organizational commitment and intention to leave, as well as supervisor ratings of performance, at Time 2. In addition, both work-family enrichment and family-work enrichment were found to mediate relationships between FSSB and various organizational outcomes, while work-family conflict was not a significant mediator. Results support further testing of supervisor behaviors specific to family support, as well models that include bidirectional work-family enrichment as the mechanism by which work-family resources predict employee and organizational outcomes.