ABILITY AS A MODERATOR OF THE RELATIONSHIP BETWEEN JOB ATTITUDES AND JOB PERFORMANCE.

The degree to which managers felt their pay to be contingent upon their job performance was measured by a questionnaire to which 211 usable responses were obtained from middle and lower level managers. Job performance and ability measures were obtained from superiors' rankings and from self-ratings. It was predicted from the hypothesis that job performance = f (ability × motivation) and that for those managers who were low in ability there would be little difference between the high and low contingency groups in terms of their job performance. However, it was expected that for those managers who were high in ability there would be a significant difference between the high and low contingency groups. The results supported these predictions. [ABSTRACT FROM AUTHOR]