Perspectives on Models of Job Performance

By C. Viswesvaran, Deniz S. Ones. 2000

900 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/35411443b1452807b1b53c0d2b306e4e4789ad6b

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In Applied Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

Personality and absenteeism: a meta‐analysis of integrity tests (2003, background): “Different forms of counterproductive behaviours can be conceptualized as negative aspects of job performance (Kelloway, Loughlin, Barling, & Nault, 2002; Miles, Borman, Spector, & Fox, 2002; Viswesvaran & Ones, 2000).”
Empowering leadership, employee goal orientations and work performance (2014, background): “Job performance is considered a multi-faceted construct (Viswesvaran and Ones, 2000).”
Utility of OCB (2012, background): “Resource allocation theory suggests that allocating individual resources (time and expertise) to OCB instead of individual task work detracts from individual performance and therefore group performance (Bergeron, 2007; Viswesvaran & Ones, 2000).”
A SITUATIONAL JUDGMENT TEST OF PERSONAL INITIATIVE AND ITS RELATIONSHIP TO PERFORMANCE (2009, background): “…initiative ratings lending support to hypothesis 5b. Supervisor ratings of the three constructs helping, conscientiousness and personal initiative were significantly interrelated (r = .50 – .53, p .01) indicating a halo effect or a higher order performance factor (Viswesvaran & Ones, 2000).”
LibRA (2019, positive): “Prior literature in organizational behavior dominantly uses these subjective measures and we rely on the extant literature for the validity of these measures [154].”
Knowledge management, decision-making style and organizational performance (2017, background): “…individual work performance includes behaviors under the individual’s control and excludes actions or behaviors constrained by environment (Viswesvaran & Ones, 2000 Koopmans et al. (2011) proposed a heuristic framework of individual work performance and consisted of four generic and broad…”
Leadership team cohesiveness and team performance (2006, background): “Probably, the major emphasis of performance research has been on identifying antecedents and how they relate or lead to desired outcome measures ( Viswesvaran and Ones, 2000”
The Relationship between Employee Engagement, Organizational Citizenship Behavior, and Counterproductive Work Behavior (2013, background): “Several researchers e.g. Rotundo and Sackett (2002) and Viswesvaran and Ones (2000) have speculated that overall job performance is a function not only of task performance but also of contextual behavior Published by Sciedu Press 47 ISSN 1923-4007 E-ISSN 1923-4015 such as OCB and counterproductive…”