Summary Psychology in the workplace Chapter 4

Campbell’s Model of Job Performance

What is job performance?
Multi-dimensional approach to performance
1. Task performance (in-role behaviour) what is expected from an organization
 How is task performance (in-role behaviour) measured?
Over time
1. Objectively (task output)
2. Judgemental (Supervisor)
3. Electronic performance monitoring (Surveillanceethically questionable)
Immediately
4. Hands on (“show me”
5. Walk-through-testing

2. Organizational citizenship behaviour (extra-role performance)
3. Counterproductive work behaviour (deviant behaviour)

variables that I‐O psychologists have used as O psychologists have used as measures of performance
 Time to complete a training course
 Number of pieces produced
 Total days absent
 Total value of sales
 Promotion rate within an organization

To what extent can an individual worker control any of these measures of performance? Research
has demonstrated that the actual task design and work flow process can substantially affect an
individual worker’s potential output
  we can see that in each of these cases, the “performance” measure was not really (or
at least not exclusively) an individual behavior.

Campell
Campbell and his colleagues have argued persuasively that I ‐O psychologists have used as O psychology has spent a great deal
of time describing the various worker attributes that “cause” or are related to performance but
little time describing actual performance at the individual worker level
 proposed a model of work performance that provides a more detailed view of
performance and that helps to separate the factors that are directly under the worker’s
control from those that aren’t.

What is performance?
Performanceis behavior. In its ideal form, it is something that people actually do and that can be
observed. In many jobs, of course, the “behavior” is thinking, planning, or problem solving and
cannot be actually observed; instead, it can only be described with the help of the individual
worker. In the work setting, performance includes only those actions or behaviors that are
relevant to the organization’s goals and can be measured in terms of each individual’s proficiency.
Performance is what the organization hires an employee to do and to do well.

Organizational level:
 “Performance is what the organization hires an employee to do and to do well.” (Landy&
Conte)
Individual level:
 Selection/Termination
 Promotion/Development
 Remuneration (i.e., salary and bonuses)

, Effectivenessis the evaluation of the results of performance. The variation in a measure of
effectiveness is often controlled by factors beyond the actions of an individual, as is evident from
the example of total value of sales.

Productivity Ratio effectiveness (output) : cost of achieving that level of effectiveness (input).

Campbell’s Hierarchical model of performance
What are the 3 distinct determinants (basic building blocks) of job performance?




Campbell’s model also proposes that many of the variables we examined in earlier chapters and
will examine in later chapters (ability, personality, interest, training and experience, motivators)
have an indirect effect on performance. These variables can affect performance only by changing
the level of DK, PKS, or M

There is one other important aspect to Campbell’s model: actual performance components. DK,
PKS, and M are determinants of performance, but they are not behaviors (i.e., they are not
performance itself). Campbell’s research identified eight basic performance components

Performance components
Components that may appear in different jobs and result from the determinants of
performance; John Campbell and colleagues identified eight performance components, some or all
of which can be found in every job.
What are the 3 components that are essential for every job?
 core task proficiency,
 demonstrating effort
 maintaining personal discipline




 Typical versus Maximum Performance

Criterion Deficiency and Contamination -the treatment of validity