Behavior, Performance, and Effectiveness in the Twenty-first Century

John P Campbell

Research output: Chapter in Book/Report/Conference proceedingChapter

13 Scopus citations

Abstract

Sometime during the 1980s, industrial and organizational (I/O) psychology stopped merely complaining about the "criterion problem" and began thinking about occupational or work role performance as a construct that could be substantively modeled. Subsequently, there has been considerable theory and research dealing with the substantive latent structure of performance, performance dynamics, and performance measurement issues. This chapter reviews these developments and argues that, despite differences in terminology and points of emphasis, there is virtually complete convergence concerning the principal components of job performance. The convergent picture is described, along with its implication for theory and research in I/O psychology. Finally, and somewhat unexpectedly, it is argued that at a particular level of generality/specificity the substantive structure of individual work performance is invariant, regardless of occupation, organizational level, situational context, or performance dynamics.

Original languageEnglish (US)
Title of host publicationThe Oxford Handbook of Organizational Psychology
PublisherOxford University Press
Volume1
ISBN (Electronic)9780199968824
ISBN (Print)9780199928309
DOIs
StatePublished - Sep 18 2012

Keywords

  • Leadership performance
  • Management performance
  • Models of work performance
  • Performance adaptability
  • Performance dynamics

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  • Cite this

    Campbell, J. P. (2012). Behavior, Performance, and Effectiveness in the Twenty-first Century. In The Oxford Handbook of Organizational Psychology (Vol. 1). Oxford University Press. https://doi.org/10.1093/oxfordhb/9780199928309.013.0006