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The EA Sports Player Performance Index is a rating system for soccer players used in the top two tiers of soccer in England--the Premier League and the Championship. Its development [...]

In this article, we present a usability experiment in which participants were asked to make intensive use of information on an intranet in order to execute job-related tasks. Participants had to work with one of two versions of an intranet: one with an organization-based hyperlink structure, and one with a task-based hyperlink structure. Efficiency and effectiveness were measured in terms of execution time and task accuracy, respectively. After the task execution, participants were asked to evaluate the task as well as the intranet. The results show that participants perform more efficiently with the organization-based structure, which is probably due to their familiarity with this structure. A post hoc analysis revealed, however, a learning effect in the task condition, which suggests that once users are acquainted with it, a task structure is at least as efficient.

Data on job performance were collected for 1,053 male (N=461) and female (N=592) rubber tappers from nine different estates in Malaysia, and analysed for age, sex and tenure differences. Job performance data were based on output measures derived from production records over a 12-month period. Since the type of terrain varied considerably across plantations, terrain was classified as either 'hilly' or 'undulating' and the effects of terrain type on performance were also examined. The relationship between age and total output took the form of an inverted U. Partial correlation analyses indicated that tenure, rather than age, was the main determinant of job performance. More experienced rubber tappers were found to perform better than less experienced rubber tappers. Women had significantly higher output levels than did men. Tappers working on estates with predominantly hilly terrains produced significantly higher levels of output than did tappers working on estates with predominantly undulating terrains. Neither sex nor tenure interacted significantly with terrain. These results are discussed in relation to previous research concerned with group differences in job performance., Relatively few studies concerned with age and sex differences in job performance have been conducted, especially outside Australasia, North America and Europe. Job performance can be assessed both by objective [...]

This article presents a case study of performance measurement in the United States Agency for International Development's (USAID's) democracy and governance program. Its purpose is to illustrate the juxtaposition (and sometimes contradiction) between the high standards of causal logic and accuracy required of performance measurement, and the untidiness involved in the `politics of democratization'. Based on USAID experiences in numerous countries, the article concentrates on four specific themes drawn mainly from the literature on re-engineering but also from new public administration. These are: the complexity of politics; the challenge of attribution; the danger of distortive incentives; and the interrelated questions of product and process and quantitative and qualitative measures. Problems of measurement are clearly complicated by the fact that the Agency does not deliver service directly, has limited control over its expenditures, and, in the case of democracy assistance, by the need to operate in a complex and sensitive area, across international borders and diverse political systems and cultures. The article includes a discussion of some innovative qualitatively-oriented USAID responses to these problems.

In line with Weber's theory, this paper reports that business planning and performance measures are means through which rationalized concepts are brought into an institution or organization.

The effects of electronic monitoring on the quality and quantity of clerical task performance is investigated. Results indicate that tasks that are monitored are perceived as more important and the quantity of work output is affected.

Superior performance results from flexible structures such as familiarity and formal interventions by members in decision-making groups. However, formal interventions in familiar groups are unlikely to produce the same results.

This paper sets forth data set that the authors' believe improves measurement of educational performance of students between the ages of 15 and 25. The authors also examine other international measures of human capital stocks.

This article tests the hypotheses that the effects of layoffs on surviving employees' level of organizational commitment and job performance will vary according to (a) how close employees are to the layoffs, (b) their perceptions of the fairness of the layoffs, and (c) their position in the organizational hierarchy. Analyses were conducted on 1,900 respondents employed by a large U.S. company. Results indicated that although perceptions of layoff unfairness were associated with lower commitment regardless of employee position, close contact with layoffs was associated with the greater use of sick hours by surviving managers and professionals, but with lower use of sick hours and higher work effort by employees in lower positions.

Baked anodes are used in finished aluminum production. Employees of a large multinational aluminum smelter were responsible for the production of more than 3500 baked anodes per week. During a 74 week long baseline (A) condition, production of unusable anodes exceeded 300 per week or 8.6 percent of their nominal 3500 anode production requirement. A problem analysis suggested that this high rate of defective anodes might have been due to weak antecedents, inefficient work procedures and weak performance contingencies. An intervention package that included a combination of goal setting, performance feedback, and tangible rewards was designed to strengthen antecedents and consequences of job performance. A performance feedback system was introduced with and remained constant across the three types of performance contingent rewards and three successively higher goal levels. The three reward and goal combinations were introduced to 'strengthen' antecedents and performance contingencies within an A-B1-B2-B3-A with reversal to baseline conditions design. Anode reject rates were lower (better performance) during the three intervention phases compared to both the pre- and post-intervention baseline phase data. A dramatic performance improvement (lowered rate of rejects) was observed during the B3 phase that included the highest performance goal. These data demonstrate that a treatment combination of specific goal setting, feedback and tangible rewards can 'strengthen' antecedents and performance contingencies resulting in improved objective performance in a manufacturing environment. KEYWORDS: Aluminum production, workers, performance improvement, cost reduction, feedback, goal setting, social rewards, tangible rewards

Service quality is measured by using handset technology called TEAMWORKER. The approach was applied to measure service quality in the fast food sector. Results showed that the approach can be used in rapid sampling and analysis with the benefits of low error rates in data and lower interviewer bias. In particular, three areas to which the approach is valuable are as follows: regular samplings at given sites to measure service quality over time, rapid measurements at specific sites and in applications involving small samples at a low cost.

Previous research suggests that whether temporary employees are voluntary or involuntary in their choice to pursue temporary work is related to satisfaction levels. This study investigated whether voluntarily or involuntarily pursuing temporary work is related to satisfaction and performance. Previous work has classified individuals as voluntary or involuntary when operationalizing the decision to pursue temporary work. This study used a more complex measure that addressed individuals' reasons for pursuing temporary work. Analyses were conducted using the complex measure and a traditional classification. The results suggest 4 conclusions: (a) a complex measure may be preferred over a dichotomous classification when operationalizing the decision to pursue temporary work, (b) individuals who are involuntarily pursuing temporary work may be less satisfied, (c) whether an individual voluntarily pursues temporary work appears to be unrelated to satisfaction levels, and (d) whether an individual is voluntarily or involuntarily pursuing temporary work is unrelated to performance.

This meta-analysis evaluated predictors of both objective and subjective sales performance. Biodata measures and sales ability inventories were good predictors of the ratings criterion, with corrected rs of .52 and .45, respectively. Potency (a subdimension of the Big 5 personality dimension Extraversion) predicted supervisor ratings of performance (r = .28) and objective measures of sales (r = .26). Achievement (a component of the Conscientiousness dimension) predicted ratings (r = .25) and objective sales (r = .41). General cognitive ability showed a correlation of .40 with ratings but only .04 with objective sales. Similarly, age predicted ratings (r = .26) but not objective sales (r = -.06). On the basis of a small number of studies, interest appears to be a promising predictor of sales success.

The interactive effect of role conflict and role ambiguity on job performance was examined in a sample from an Israeli industrial organization. The results supported the hypothesis that simultaneous increases in both role conflict and role ambiguity are associated with lower levels of job performance. Implications of the results and suggestions for future studies are discussed., Scholars have long assumed that role conflict and role ambiguity, two of the most frequently examined sources of work stress (e.g. Jackson & Schuler, 1985), have deleterious effects on employee [...]

Performance standards are studied in job-training programs under the Job Training Partnership Act (JTPA). These programs lack well-defined and quantifiable goals to measure performance. JTPA bureaucrats react to the incentives system but there is an exaggerated concern over cream-skimming to comply with the standards. Program managers work hard to satisfy the standards but employees do not always support these efforts. The performance incentives incorporated into the JTPA performance standards do not comply with the law that enacted the program.

The performance measurement criteria for health care organizations are studied. It is shown that performance measurements involve the internal and external analysis of cost/financial status performance and quality performance. However, it is argued that there is a need to develop service quality and cost standards, and consider management strategies used by health care organizations during performance evaluations.

Four laboratory studies documented significant performance illusions for individuals and group members. After completing a task, most individuals typically rank their performance below the median (a negative performance illusion) and most group members rank their group performance above the median (a positive performance illusion). This evaluation gap surfaced in all studies; group members consistently assign their group a higher rank than individuals assign themselves. This gap contradicts a number of theories assuming that group biases merely extend individual biases. (Reprinted by permission of the publisher.)

A gap in the conceptual development of the work experience construct was addressed by creating a framework specifying two dimensions along which work experience measures can vary. The dimensions of measurement mode (amount, time, and type) and level of specificity (task, job, organizational) formed nine separate categories of measures of work experience. The usefulness of the conceptual framework was tested by conducting a meta-analytic review of the existing literature on work experience using the dimensions in the framework as potential moderations of the experience-performance relationship. Results of the meta-analysis (N=25,911; K=44) revealed an estimated population correlation of .27 between experience and performance after correcting for sampling error and criterion unreliability. In addition, the results showed that amount (M rho = .43) and task-level (M rho = .41) measures of work experience had the highest correlations with measures of job performance. In addition, work experience had the highest correlations with hard (e.g. work samples) as opposed to soft (e.g. ratings) measures of job performance (M rho = .39 vs. M rho = .24). Implications and directions for future research are discussed. (Reprinted by permission of th publisher.)

A study was conducted to determine the impact of the political economy on the use of innovation in the Community Mental Health Center (CMHC). For the purpose of this study, the Performance Assessment System (PAS) was used as an instrument of innovation. Questionnaires were completed by either the executive director or the director of research and evaluation at 450 community mental health centers in 12 states. The factors that were studied were organizational polity, new money, governmental political-economy, social-task, and cultural contexts. After multiple regression analyses, it was revealed that organizational polity and new money significantly affected innovation use. Implications as well as a stage model of innovation use are discussed.

The necessity of the role of managers is highlighted by focusing on managerial competencies, with the performance of amateurs no longer perceived as sufficient. Managerial competencies do not play a key role in forecasting performance where science has not been strictly applied to identify those competencies associated with exceptional organisational performance. An effective tool is created to assist in the promotion, development and selection of managers when science has been strictly applied. Managerial competencies are examined.

Correlations among nontask behaviors, subjective evaluations of performance, and objective performance measures were investigated for a sample of 73 machine operators. Correlation and regression analyses indicated that nontask behaviors were significantly related to both supervisory ratings of performance and to objective measures of performance. There was also a significant relationship between the subjective and objective performance measures, but the results indicated that supervisors based their evaluations more on nontask behaviors than on actual performance.

Case studies in the telecommunications services, capital asset department and learning centers of Boeing Co Boeing Commercial Airplanes were conducted to determine how to measure leadership performance with a focus on productivity. The results prove that performance criteria for both management and staff can be standardized. The results also show that productivity is not well-understood nor incorporated in most performance measures., In many companies and departments, people are planning, managing, and measuring quality improvements, yet many managers implement, manage, and measure quality improvements without an understanding of standard processes, methods, and [...]

A field study assessed disturbance by office noise in relation to environmental satisfaction, job satisfaction, and job performance ratings among 2,391 employees at 58 sites before and/or after office renovation. In all, 54% said they were bothered often by noise, especially by people talking and telephones ringing. Disturbance by noise correlated with dissatisfaction with the environment and job but not with self- or supervisor-rated performance. Quasi-experimental analysis of groups reporting increased, decreased, or unchanged disturbance by noise revealed a drop in satisfaction concurrent with increasing noise. Disturbance by office noise may reflect a variety of environmental and job characteristics and may have a role in job satisfaction through both environmental satisfaction and job characteristics. Implications are discussed.

A study on two methods of in situ bioremediation using case studies is presented. These are engineered and intrinsic bioremediation. Engineered bioremediation involves the circulation of substances to promote bacterial growth; two techniques are bioventing and air sparging. Intrinsic bioremediation allows growth of bacteria without human aid although the site must be monitored to prevent spreading of contaminated material.

The effects of automated computer monitoring under different conditions of performance standards and reward were examined in two studies conducted in a simulated organization. In the first study, 37 computer operators were divided into six groups who worked for a 2-week period under different levels of performance standards. Individual keystrokes per hour and productive time was monitored by the computers for all of the groups (one group was a control group which was monitored but was unaware of the monitoring). Four of the six groups were assigned work standards, and performance against standards was also monitored for these four groups. Feedback reports on the monitored performance were available on demand at the individual consoles for those groups which were informed of the monitoring. The results showed that computer monitoring and feedback led to increased key rate compared to the control group which was not aware of monitoring. There was little effect of monitoring on work quality, satisfaction, and stress. In the second study, 24 operators worked for a 9-week period under various performance standards and rewards. Individual keystrokes per hour, productive time, and performance against standards were monitored by the computers for all workers. Feedback reports on performance against standards and rewards earned were available on demand at the individual consoles. The results revealed that the feedback from different combinations of standards and rewards had varying effects on performance, satisfaction, and stress. These effects, and the results from the first study, are discussed in terms of goal setting and expectancy theory.

This article addresses differences between typical and maximum performance criteria and has a threefold purpose. First, it examines the growing recognition that it is important to distinguish between typical and maximum performance criteria. Second, clarification of definitional and measurement issues are addressed. Third, results of an empirical study are offered to contribute to the new knowledge base regarding typical and maximum performance criteria. The study investigates differences in validities of cognitive ability predictor measures against supermarket cashier typical and maximum performance criteria reflecting speed and accuracy. White-Black mean score differences on typical and maximum performance criteria are also examined. (Reprinted by permission of the publisher.)

The question of whether work performance criteria are dynamic has been addressed by applied psychologists for many years. Despite this attention, we have few definitive answers. This article provides both theoretical and methodological arguments for refocusing investigations into dynamic criteria toward the study of intraindividual change and interindividual differences in intraindividual change. A longitudinal sample of insurance sales personnel's performance is used to demonstrate that systematic time trends are present at the individual level and that there are interindividual differences in these change patterns. (Reprinted by permission of the publisher.)

A laboratory study was conducted to examine the effects of learning-oriented versus performance-oriented feedback on task performance. The research also examined the role of self-efficacy as a moderator. Subjects were college students participating for course credit. The task involved using a computerized simulation of the Space Shuttle's Remote Manipulation System (RMS). Results provided evidence of the beneficial effects of learning-oriented feedback on performance for the performance dimension addressed in the feedback. Results also provided evidence that self-efficacy moderates the effects of feedback type (learning-oriented versus performance-oriented) on the performance dimension addressed in the feedback. Results are discussed in terms of the cuing and directional functions of feedback and the processes through which feedback influences performance.

The concept of competency is discussed based on a review of literature on the subject. Competencies essentially refer to dimensions of behavior which are related to superior job performance. It is distinguished from job roles and is oriented to the future. The importance of a generic list of competencies that is appropriate for an organization to adopt is also discussed and emphasized.

Setting critical scores on content valid tests may involve making judgments about test content. A conclusion which has been reached in the testing literature is that the Angoff method is preferred as this type of judgmental method of setting standards or critical scores. The current paper relects this conclusion, but also discusses several limitations of the Angoff method, and outlines why less than optimal data may be obtained using this preferred method or similar methods. Several techniques are reviewed and critiqued that may be used in conjuntion witht the Angoff method or similar methods to attempt improvement of the psychometric quality of the critical score data. Components from two psychometric frameworks (generalizability theory and Cronbach's, 1955, accuracy scores) are integrated and applied in assessing the impact that each of the techniques may have on Angoff critical score data. The techniques reviewed can be roughly divided into: (a) procedural methods (involved in the judgment process), and (b) psychometric methods (involved in data analysis following judgment). The present review is intended as a resource to personnel testing specialists who may be interested in methods of bolstering the process of judgmentally deriving critical scores. (Reprinted by permission of the publisher.)

Selecting measures is a necessary component of human factors research. Proper selection must take into account the representation problem (how is the assignment of numbers to objects or phenomena justified?) and the uniqueness problem (to what degree is this assignment unique?). Other key human factors measurement issues include subject representativeness, variable representativeness, and setting representativeness. It is difficult to create a single measure that captures essential characteristics of complex systems. Several examples illustrate how theory can guide measurement selection in such diverse human factors research as vigilance, turning off warning alarms, information requirements for military command centers, subjective workload, heart-rate signal analysis, and heat stress in nuclear power plants.