The Changing Nature of Performance: Implications for Staff, Motivation, and Development

By D. Chan. 2001

275 citations recorded by the source corpus.

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Citations in the corpus

`That is my job' (2007, background): “In recent years, consistent with this principle, conceptualizations of performance have broadened beyond the traditional focus on core task performance to include proactive, adaptive, citizenship, and other such behaviours (e.g. Griffin et al., 2007; Ilgen & Pulakos, 1999; Murphy & Jackson, 1999).”
Cultural Intelligence: Its Measurement and Effects on Cultural Judgment and Decision Making, Cultural Adaptation and Task Performance (2007, background): “Task performance is a function of knowledge, skills, abilities and motivation directed at role-prescribed behaviour, such as formal job responsibilities (Campbell, 1999).”
Antecedents of Day-Level Proactive Behavior: A Look at Job Stressors and Positive Affect During the Workday† (2009, background): “The ongoing changes in organizations, markets, work processes, and products call for a reconsideration of the traditional view of individual work performance (Ilgen & Pulakos, 1999).”
When Collective- and Self-Efficacy Affect Team Performance (2005, background): “Interdependence becomes an integral aspect of the multilevel approach because it transforms a collective of individuals into a team that transcends the sum of its individual members (Kozlowski et al., 1999).”
Customers as Good Soldiers: Examining Citizenship Behaviors in Internet Service Deliveries (2005, background): “A recent line of research has focused on customer coproduction behaviors, that is, those behaviors that customers need to perform in order to complete the service delivery (e.g., Bowen & Waldman, 1999; Lengnick-Hall, 1996).”
The nature of employee engagement: rethinking the employee–organization relationship (2017, background): “Second, modern work is faster paced in terms of changes and uncertainty, with less supervision, and greater pressure on employees to update their own skills (Frese, 2008; Ilgen & Pulakos, 1999).”
Getting Specific about Demographic Diversity Variable and Team Performance Relationships: A Meta-Analysis (2011, background): “This may allow for the inclusion of fresh perspectives while minimizing the disruption to team compilation (Kozlowski et al., 1999).”
Factors affecting employee performance: an empirical approach (2019, background): “Kozlowski et al. (1999) argue that job environment can influence the level of employees’ adaptability and Parker et al. (2006) report that job environment positively influences an employees’ level of proactivity.”
A Review and an Integration of Frameworks (2012, background): “Thus, by monitoring their performance and their environment, team members may realize that they will not be able to reach their work-related goals for different reasons, such as a faulty plan, lack of resources, or internal or external changes (Kozlowski et al., 1999).”
Do I Contribute More When I Trust More? Differential Effects of Cognition- and Affect-Based Trust (2006, unknown): “Similarly, employees face many social dilemmas in their work because of teambased structures (e.g., Cooper, Dyck, and Frohlich, 1992; Ilgen and Pulakos, 1999; Sniezek, May, and Sawyer, 1990).”
Validation of a New General Self-Efficacy Scale (2001, background): “Moreover, given that jobs and roles in organizations are becoming increasingly broad, complex, and demanding (e.g., Ilgen, 1994; Ilgen & Pulakos, 1999), high GSE is a valuable resource for organizations because it can maintain employees’ work motivation throughout rapidly changing and stressful job…”
The Roles of Self-Efficacy and Task Complexity in the Relationships Among Cognitive Ability, Conscientiousness, and Work-Related Performance: A Meta-Analytic Examination (2001, background): “Therefore, as jobs get increasingly more complex, the utility of self-efficacy for predicting performance in organizations relative to cognitive ability and conscientiousness may become of limited value (Murphy, 1999).”
A Multilevel Model of Transformational Leadership and Adaptive Performance and the Moderating Role of Climate for Innovation (2010, background): “…in an increase in individual and team adaptability, the latter being thought as one of the best ways of helping organizations to remain competitive in an era of constant change (Burke, Pierce, & salas, 2006; Han & Williams, 2008; Ilgen & Pulakos, 1999; Pulakos et al., 2000; Rosen et al., In PRess).”
Overlooked but not untouched: How rudeness reduces onlookers’ performance on routine and creative tasks (2009, background): “As the nature of work is rapidly changing from being structured around individuals to being organized around teams (Ilgen & Pulakos, 1999) it seems that even if rudeness affected only those in cooperative relationships, it would have a significant impact on organizational functioning.”
Personality Correlates of the Four-Factor Model of Cultural Intelligence (2006, background): “Adaptive performance is a person’s proficiency at altering behavior to meet the demands and changes in environment and culture (Campbell, 1999; Pulakos et al., 2000).”
Self-leadership in organizational teams: A multilevel analysis of moderators and mediators (2009, background): “…Self-efficacy; Teams The radical changes in the nature of work in the twenty-first century are particularly characterized by flexible and dynamic organizational structures, empowered work structures, and employees’ occupational self-directing behaviour (House, 1995; Ilgen & Pulakos, 1999).”