Individual job performance: Propositions for a personalized measurement and a comprehensive diagnosis

Sandall, Hugo; Mourão, Luciana

doi:10.1590/1678-6971/eRAMG230023.en

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Human and Social Management • RAM, Rev. Adm. Mackenzie 24 (3) • 2023 • https://doi.org/10.1590/1678-6971/eRAMG230023.en copy

Individual job performance: Propositions for a personalized measurement and a comprehensive diagnosis

Authorship SCIMAGO INSTITUTIONS RANKINGS

Abstract

Purpose:

Individual job performance is an important phenomenon for organizations but is difficult to measure and often with restricted diagnoses. The aim of this study was to present a set of general indicators of individual performance at work that contemplate different dimensions of this construct to support a personalized measurement and a comprehensive diagnosis.

Originality/value:

It presents a set of items, composed of eight behavioral categories, that allows for a comprehensive approach to work performance and a personalized way of measuring it in different professional areas and roles.

Design/methodology/approach:

This work followed a theoretical stage and an empirical one. In the former one, the theoretical model was chosen, the construct was operationalized, and job performance scales’ items were selected. In the empirical stage, the items were classified, selected, and adapted according to the dimensions of the chosen theoretical model, based on judges’ analyses (n = 16), expert panel (n = 6), and semantic validation by professionals (n = 9).

Findings:

The study generated 56 items for measuring job performance, divided into eight dimensions, according to the theoretical model adopted. Its use will allow a careful measurement of performance, with comprehensive diagnostics on the topic. Additionally, the findings allow academics and managers to raise the level of the debate about the construct to favor theoretical and methodological advances in the area.

Keywords:
job performance; work performance; indicators; performance appraisal; human resources

Authors and measures	Concept adopted	Type	D/I
Babin and Boles (1998)Babin, B. J., & Boles, J. S. (1998). Employee behavior in a service environment: A model and test of potential differences between men and women. Journal of Marketing, 62(2), 77–91. https://doi.org/10.1177/002224299806200206 https://doi.org/10.1177/0022242998062002... Performance at work	Employee productivity level compared to peers in terms of job behaviors and outcomes.	C	1/7
Goodman and Svyantek (1999)Goodman, S. A., & Svyantek, D. J. (1999). Person-organization fit and contextual performance: Do shared values matter. Journal of Vocational Behavior, 55(2), 254–275. https://doi.org/10.1006/jvbe.1998.1682 https://doi.org/10.1006/jvbe.1998.1682... Contextual performance	Activities that complete the assigned tasks are not formally part of the work.	C	3/25
Griffin et al. (2007)Griffin, M. A., Neal, A., & Parker, S. K. (2007). A new model of work role performance: Positive behavior in uncertain and interdependent contexts. Academy of Management Journal, 50(2), 327–347. https://doi.org/10.5465/amj.2007.24634438 https://doi.org/10.5465/amj.2007.2463443... Role performance	(not explicit)	F	9/27
Janssen and Van Yperen (2004)Janssen, O., & Van Yperen, N. W. (2004). Employees’ goal orientations, the quality of leader-member exchange, and the outcomes of job performance and job satisfaction. Academy of Management Journal, 47(3), 368–384. https://doi.org/10.5465/20159587 https://doi.org/10.5465/20159587... Job performance	Behaviors specified in the job description, evaluated and rewarded by the employer organization, and innovative behaviors.	C	6/14
Koopmans et al. (2014)Koopmans, L., Bernaards, C. M., Hildebrandt, V. H., de Vet, H. C. W., & van der Beek, A. J. (2014). Measuring individual work performance: Identifying and selecting indicators. Work, 48(2), 229–238. https://doi.org/10/gg33ts https://doi.org/10/gg33ts... Individual job performance (IJP)	Behaviors relevant to the organization’s goals: task performance, contextual performance, adaptive performance, and counterproductive behavior.	F	3/18
Queiroga et al. (2015)Queiroga, F., Borges-Andrade, J. E., & Coelho, F. A., Junior (2015). Desempenho no trabalho: Uma proposta de avaliação geral por meio de autopercepções. In K. E. Puente-Palacios & A. L. A. Peixoto (Orgs.), Ferramentas de diagnóstico para organizações e trabalho: Um olhar a partir da psicologia (pp. 36–45). Artmed. Work performance	Employee behaviors related to organizational goals.	F	2/20
Silva et al. (2007)Silva, W., Laros, J. A., & Mourão, L. (2007). Desenvolvimento e validação de escalas para avaliação da atuação gerencial. Revista Psicologia Organizações e Trabalho, 7(1), 7–30. http://bit.ly/3tRlFjs http://bit.ly/3tRlFjs... Managerial performance	Set of behaviors of people in managerial jobs.	C	4/30
Skarlicki et al. (2008)Skarlicki, D. P., van Jaarsveld, D. D., & Walker, D. D. (2008). Getting even for customer mistreatment: The role of moral identity in the relationship between customer interpersonal injustice and employee sabotage. Journal of Applied Psychology, 93(6), 1335–1347. https://doi.org/10.1037/a0012704 https://doi.org/10.1037/a0012704... Consumer-oriented sabotage	Counterproductive behaviors that aim to delay or harm customers in retaliation for perceived injustices or aggression.	F	1/5
Walumbwa et al. (2008)Walumbwa, F. O., Avolio, B. J., & Zhu, W. (2008). How transformational leadership weaves its influence on individual job performance: The role of identification and efficacy beliefs. Personnel Psychology, 61(4), 793–825. https://doi.org/10.1111/j.1744-6570.2008.00131.x https://doi.org/10.1111/j.1744-6570.2008... Task performance	(not explicit)	I	1/4
Wayne et al. (1997)Wayne, S. J., Liden, R. C., Graf, I. K., & Ferris, G. R. (1997). The role of upward influence tactics in human resource decisions. Personnel Psychology, 50(4), 979–1006. https://doi.org/10.1111/j.1744-6570.1997.tb01491.x https://doi.org/10.1111/j.1744-6570.1997... Performance	(not explicit)	I	1/6
Welbourne et al. (1998)Welbourne, T. M., Johnson, D. E., & Erez, A. (1998). The role-based performance scale: Validity analysis of a theory-based measure. Academy of Management Journal, 41(5), 540–555. Role-based performance	(not explicit)	I	5/20
Williams and Anderson (1991)Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management, 17(3), 601–617. https://doi.org/10.1177/014920639101700305 https://doi.org/10.1177/0149206391017003... Organizational and role citizenship behaviors	Unrecognized behaviors in the evaluation system that contribute to the effectiveness of the organization and behaviors of the evaluation system.	C	3/21

Dimension	Bibliographic survey	Resulting composition
Dimension	Bibliographic survey	Screen 1	Screen 2	Screen 3
Technique	17	10	8	8
Communication	1	11	7	7
Initiative, persistence, and effort	66	14	8	8
Counterproductive	19	11	8	8
Leadership of subordinates	6	10	6	6
Management of subordinates	13	9	6	6
Leadership of peers	8	10	7	7
Management of peers	8	10	6	6
Unclassified items	59
Total	197	85	56	56
Participants		16	6	9

Editora Mackenzie; Universidade Presbiteriana Mackenzie Rua da Consolação, 896, Edifício Rev. Modesto Carvalhosa, Térreo - Coordenação da RAM, Consolação - São Paulo - SP - Brasil - cep 01302-907 - São Paulo - SP - Brazil
E-mail: revista.adm@mackenzie.br

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[1] Correspondence concerning this article should be addressed to Hugo Sandall, Rua Marechal Deodoro, 217, bloco A, Centro, Niterói, Rio de Janeiro, Brazil, ZIP code 24030-060. Email: hugo@evolua.co