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A Look Back and a Leap Forward: A Review and Synthesis of the Individual Work Performance Literature
Abstract and Figures
Individual work performance has been a central topic for scholars over the past century. There is a mass of research on performance but it is embodied in a variety of disconnected literatures each using their own set of constructs and theoretical lenses. In this paper, we synthesize this disparate literature to better understand individual work performance and pave the way for future research. First, using a bibliometric technique to analyse 9299 articles, we identify the cumulative intellectual structure of the field and show how the field has evolved over the past 40-years. Second, drawing on the Griffin, Neal, and Parker (2007) model of individual performance, we classify 97 performance constructs according to their form (proficiency, adaptivity, proactivity) and level of contribution (individual, team, organization). We conclude this model is useful for understanding the similarities and differences amongst many distinct performance constructs. Third, using the Griffin et al., model, we illuminate the nomological network by mapping the antecedents and outcomes of each form and level of contribution. Our synthesis identified theoretically-relevant and differentiating antecedents of form; whereas the nomological network is underdeveloped in relation to the level of contribution. Finally, we propose 18 recommendations which include: ensuring conceptual clarity for performance constructs, expanding theoretical models to account for more performance dimensions, greater attention to the underlying mechanisms through which individual performance contributes to higher-level outcomes, increased consideration of how performance changes over time and across contexts, and more investigations into how multiple performance constructs interact with each other to shape effectiveness.
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... Team adaptivity reflects the degree to which a team copes with changes in its work systems or roles (Griffin et al., 2007). While much of the research on adaptive performance has focused on the individual level, relatively little attention has been given to the team level (for reviews, see Baard et al., 2014;Carpini et al., 2017;Jundt et al., 2015). Among the few studies that explore team adaptivity, leadership-particularly transformational leadership and leader empowerment-has been identified as an important influential factor (Rousseau & Aubé, 2020;Tung & Shih, 2023). ...
... Second, this study enriches the adaptive performance literature by identifying team antecedents and boundary conditions. While most research on adaptive performance has focused on the individual level, there is a growing appeal for exploration at the team level (Baard et al., 2014;Carpini et al., 2017;Jundt et al., 2015). Few empirical research has examined the role of team coordination (Marques-Quinteiro et al., 2013) and leader empowerment (Rousseau & Aubé, 2020) in fostering team adaptivity. ...
... This finding responds to the call for more concern about team adaptive performance and deepens our knowledge of how to foster it through effective information processing, beyond the usual emphasis on motivation. Moreover, following Carpini et al.'s (2017) suggestion to explore situational moderators, we investigate the role of task uncertainty. We also encourage future research to further explore this avenue. ...
Nowadays, work teams are confronted with increasingly uncertain environments. The question, however, remains how teams can effectively navigate this uncertainty and thrive. Drawing upon social information processing theory, we propose that paradoxical leadership serves as a salient source of social information to enhance team decision comprehensiveness and ultimately, foster team adaptivity. We further posit that task uncertainty amplifies the effect of paradoxical leadership on team decision comprehensiveness and the indirect effect on team adaptivity. To test these hypotheses, we conducted two multi-wave and multisource field studies. The results supported all hypotheses. These findings offer important implications for both leadership literature and management practice.
... Koopmans et al., (2011) Argued that due to increased complexity and uncertainties in the work environment, adaptive performance is no longer acceptable to be grouped under task performance, contextual performance, and counterproductive behavior. Notably, adaptive performance is an extended dimension of performance (Borman & Motowidlo, 1993;Carpini, Parker, & Griffin, 2017) and the dimension has been explored and investigated empirically in many studies across various industries and contexts. The conceptualizations of adaptive performance have been associated with various elements including its relationship to adaptive expertise (Stokes, Schneider, & Lyons, 2010), as an outcome of task performance (Carbonell, Stalmeijer, Könings, Segers, & van Merriënboer, 2014), individual difference construct (Ployhart & Bliese, 2006), capability to deal with changes and to transfer learning from one duty to another (Allworth & Hesketh, 1999), employees' degree to adapt, respond and support changes by proactive, reactive, and tolerant behaviors (Griffin, Neal, & Parker, 2007) and employees exhibit adaptive performance by altering their actions based on the needs regarding situations and changes taking place at the workplace (Charbonnier-Voirin, El Akremi, & Vandenberghe, 2010). ...
... Furthermore, adaptive performance has become more prominent in its field to this end, the studies conducted on adaptive performance area have increased two-fold from the year 2005 to 2015 (Carpini et al., 2017). These studies involved various contexts such as the hotel industry. ...
The virtual mode of the classroom that changes from the traditional education model poses challenges among the educators especially the inability to cope with the adaption of educational technologies. Online literacy is the basic skill to exercise an outstanding performance during changing environments. However, the conceptualization of adaptive performance seeks further exploration mainly because the past studies focus on the specific context. This study aims to present the validity and reliability of the adaptive performance construct related to online teaching platforms among Malaysian public university lecturers. The questionnaire was designed using Google Form and the adopted questionnaire was emailed to lecturers of Malaysian Research Universities (henceforth, RUs) via their institution’s email address. The data were then analyzed using the SmartPLS software through the measurement model analysis. The analysis involved a second-order approach where the outer loading values, the convergent validity of Average Variance Extracted (henceforth, AVE), and reliability analysis of the adaptive performance construct. The findings suggest that the validity and reliability of the construct were established for the context of the study. The Cronbach Alpha and composite reliability values scored above the threshold values. This study confirmed the adaptive performance instrument among the lecturers in Malaysia and can provide insight for future research. The limitation includes the sample of the study that was rather homogenous which it only focused on lecturers from Malaysian RUs.
... Then, based on our bibliometric findings and our organizing framework, we develop several specific recommendations for more cross-pollination among the research streams identified. This should help to "overcome barriers to discussion and collaboration across disconnected research communities," such as the various scientific disciplines conducting SJT-related research (Lee, Felps, & Baruch, 2014: 340; see also Carpini, Parker, & Griffin, 2017). For the same reason, we end with a proactive research agenda for future SJT research. ...
Situational judgment tests (SJTs) are popular assessment approaches that present scenarios describing situations that one may experience in a job. Due to its long history and cross-disciplinary nature, today's SJT literature is quite fragmented. In this integrative review, we start by systematically taking stock and synthesizing the SJT literature from the different scientific disciplines via bibliometric techniques on 524 unique documents. We identify six literature clusters (i.e., SJTs in the medical sciences, SJTs in personnel selection, methodological issues and SJTs for specific constructs , SJTs to assess emotional intelligence and related constructs, technological advances in SJTs, SJTs for teacher assessment and development) that correspond to academic disciplines and research streams within them. We also identify current trends in SJT research by examining the clusters formed by a recent subset of the SJT literature. We then build on the bibliometric analysis by categorizing the identified themes in an organizing framework with two fundamental dimensions: the main purpose of a study (i.e., conceptual understanding, prediction, other [e.g., understanding mean group differences, applicant reactions]) and its research focus (i.e., SJTs holistically, content, and design and methods). Finally, on the basis of this framework, we provide recommendations to encourage greater knowledge sharing between scientific disciplines. In addition, we outline an agenda for future research in terms of four broad directions: SJT theory, SJT constructs, SJT design and methods, and SJT application domains.
... Indeed, job performance has been the focus of extensive research and continues to be a prominent topic in organizational studies (Carpini et al., 2017). Job performance notably includes in-role behaviors (Katz, 1964;Williams and Anderson, 1991). ...
Introduction
This study aims to examine the mediating role of psychological well-being in the relationships between human resources management practices and job performance. Also, this study aims to assess the moderating role of humility on these relationships.
Methods
Multiple regression, mediation, and moderation analyses were conducted with MPlus software on a sample of 569 workers who filled out a questionnaire at both Time 1 and Time 2. Both data collections took place between April 20, 2022, and May 2, 2022, for Time 1, and between June 20, 2022, and July 3, 2022, for Time 2. Data were collected through the Leger Opinion (LEO) online panel, with respondents required to be workers.
Results
We found that psychological well-being at T1 did not play a mediating role between human resources management practices at T1 and job performance at T2. Also, humility did not moderate the relationships between human resources management practices at T1 and psychological well-being at T1 but did significantly moderate the longitudinal relationships between human resources management practices at T1 (i.e., dotation, formation, career management, autonomy, occupational health and safety, diversity management, indirect compensation, flexibility, performance management), and job performance at T2.
Discussion
For all significant interactions, the results indicated that when humility was high, the longitudinal effect of good human resources management practices led to high in-role job performance.
... Thematic clusters (e.g., pre-employment career guidance practice, different employment types) were identified and validated amongst the authors and the "Jobba Frisk NPF" project team. We leveraged the model by Stone and Colella (1996) as an interpretative lens through which the results of our thematic coding could be connected using a theoretical framework (Beatty et al. 2019;Carpini, Parker, and Griffin 2017). ...
OPEN ACCESS: https://onlinelibrary.wiley.com/doi/full/10.1002/hrm.22259
Growing recognition of neurodivergence amongst individuals poses challenges for career counselors and human resource practitioners when advising, guiding, and supporting the careers of this diverse group. Despite the potential for neurodivergent individuals to contribute to organizations, career guidance for these individuals is a relatively new area. We conducted a multidisciplinary project comprising a scoping review and stakeholder consultation to generate evidence‐based recommendations for identifying and supporting career paths that lead to positive employment outcomes for neurodivergent individuals. The scoping review included 78 articles on career guidance and associated employment issues (e.g., facilitators and barriers to employment) for neurodivergent individuals, while stakeholders, including neurodivergent individuals, counselors, and others, provided insights into their employment experiences. Our scoping review yielded nine themes: career guidance practice, predictors of employment, employment interventions, different forms of employment, work barriers and facilitators, strengths and challenges, person‐job fit, occupation and industry fit, and employment outcomes. The stakeholder consultations complemented the scholarly themes. Results were interpreted using the Stone and Colella theoretical model of factors influencing the treatment of people with disabilities. The model was extended across educational and work contexts, and to include the nature of occupations and industries. Building on this project and our overarching theoretical model, we map a future research agenda for the study of careers amongst neurodivergent individuals. Specifically, we highlight persistent methodological limitations of the literature before turning to theoretical implications across career stages. We conclude with practical implications for career counselors and human resource practitioners. Ultimately, our review calls for researchers and practitioners to help promote sustainable, high‐quality, and fulfilling careers for neurodivergent individuals.
Following on from reviews about social networks and entrepreneurship published more than 10 years ago, this article updates our knowledge by reviewing and grouping representative studies among 693 articles selected from the Web of Science. This review identifies research patterns in major subrealms, examines research achievements in the light of earlier reviews' suggestions discusses directions for further research, and develops an integrative framework to advance theory and empirical knowledge of social networks and entrepreneurship.
Whilst the existing literature highlights the importance of leader voice solicitation, limited research has explored its antecedent and consequence from a dyadic perspective. To fill this gap, we draw on signalling theory to investigate the effect of subordinate narcissism on leaders' voice solicitation behaviour towards them and its potential impacts on subordinates' work‐related outcomes. We conducted two field studies with subordinate–leader dyadic samples (Ns = 453 and 393) to test our theoretical model. Both studies showed a positive relationship between subordinate narcissism and leader voice solicitation towards the subordinates, which strengthened as the quality of leader–member exchange increased. Moreover, we found that leader voice solicitation was positively related to subordinates' work engagement and organizational citizenship behaviour, and negatively related to their intention to leave. We also found evidence supporting the mediation and moderated mediation models. Our research provides theoretical and practical implications for voice solicitation literature.
PUBLIC INTEREST STATEMENT
This scholarly work focuses on exploring the significance of psychological capital and work happiness for work performance among non-academic university employees. The importance of this topic lies in the fact that employees’ performance and well-being are essential for organizational success, and the role of psychological capital and happiness in this regard has been understudied. Through this research, we aim to provide insights into how psychological capital and happiness can enhance work performance among university employees, ultimately leading to better job satisfaction, increased productivity, and a positive work environment. Our findings will have implications for university management, as they can use this knowledge to develop interventions that promote psychological capital and happiness among their employees, which can lead to better organizational outcomes and a more fulfilling work environment. Overall, our research has significant public interest, as it has the potential to benefit both employees and organizations.
This meta-analysis investigated the correlation between attitudinal commitment and job performance for 3,630 employees obtained from 27 independent studies across various levels of employee tenure. Controlling for employee age and other nuisance variables, the authors found that tenure had a very strong nonlinear moderating effect on the commitment-performance correlation, with correlations tending to decrease exponentially with increasing tenure. These findings do not appear to be the result of differences across studies in terms of the type of performance measure (supervisory vs. self), type of tenure (job vs. organizational), or commitment measure (Organizational Commitment Questionnaire [L. W. Porter, R. M. Steers, R. T. Mowday, & P. V. Boulian, 1974] vs. other). The implications and future research directions of these results are discussed.
This 3-wave longitudinal study aimed to extend current understanding of the predictors and outcomes of employee proactivity (involving information seeking, feedback seeking, relationship building, and positive framing) in the socialization process. Two personality variables, extraversion and openness to experience, were associated with higher levels of proactive socialization behavior. Of the proactive behaviors studied, feedback seeking and relationship building were highlighted in their importance because of their various relationships with the work-related outcomes assessed in this study (e.g., social integration, role clarity, job satisfaction, intention to turnover, and actual turnover). The results also highlighted the importance of 2 control variables (opportunity to interact with others on the job and skill level of the new job) in the experience of socialization into a new job.
Evidence from 2 samples of Air Force mechanics supported the hypothesis that contextual performance affects employees’ career advancement and rewards over time. Results of hierarchical regressions controlling for experience showed task performance and contextual performance each predicted systemic rewards. Each facet explained separate variance in promotability ratings over 2 years. In both samples, contextual performance explained separate variance in informal rewards but task performance did not. Task performance explained incremental variance in career advancement 1 year later but contextual performance did not. Analyses using correlations corrected for unreliability suggest these results cannot be attributed to measurement error. Contextual performance still explained separate variance in informal rewards, and task performance explained distinct variance in career advancement a year later.
Research in the areas of organizational climate and work performance was used to develop a framework for measuring perceptions of safety at work. The framework distinguished perceptions of the work environment from perceptions of performance related to safety. Two studies supported application of the framework to employee perceptions of safety in the workplace. Safety compliance and safety participation were distinguished as separate components of safety-related performance. Perceptions of knowledge about safety and motivation to perform safely influenced individual reports of safety performance and also mediated the link between safety climate and safety performance. Specific dimensions of safety climate were identified and constituted a higher order safety climate factor. The results support conceptualizing safety climate as an antecedent to safety performance in organizations.
The authors reviewed more than 70 studies concerning employees' general belief that their work organization values their contribution and cares about their well-being (perceived organizational support; POS). A meta-analysis indicated that 3 major categories of beneficial treatment received by employees (i.e., fairness, supervisor support, and organizational rewards and favorable job conditions) were associated with POS. POS, in turn, was related to outcomes favorable to employees (e.g., job satisfaction, positive mood) and the organization (e.g., affective commitment, performance, and lessened withdrawal behavior). These relationships depended on processes assumed by organizational support theory: employees' belief that the organization's actions were discretionary, feeling of obligation to aid the organization, fulfillment of socioemotional needs, and performance-reward expectancies.
The field of organizational justice continues to be marked by several important research questions, including the size of relationships among justice dimensions, the relative importance of different justice criteria, and the unique effects of justice dimensions on key outcomes. To address such questions, the authors conducted a meta-analytic review of 183 justice studies. The results suggest that although different justice dimensions are moderately to highly related, they contribute incremental variance explained in fairness perceptions. The results also illustrate the overall and unique relationships among distributive, procedural, interpersonal, and informational justice and several organizational outcomes (e.g., job satisfaction, organizational commitment, evaluation of authority, organizational citizenship behavior, withdrawal, performance). These findings are reviewed in terms of their implications for future research on organizational justice.
