Page 106 - Psychological Management of Individual Performance

developing the research agenda and a proposed model 85
EXPANDING THE CRITERION OF INDIVIDUAL WORK PERFORMANCE

Inconsistent results from studies investigating the link between work design and per-
formance might also have arisen because different indicators of performance have been
used in different studies. To provide a fair test of the link between work design and
performance, there is a need to expand the criterion domain, not only by extending the
time frame over which a particular performance criterion is assessed (some performance
effects are likely to be evident in the longer term), but also in terms of broadening what is
considered as performance. For example, when examining the effects of work design on
performance, there has been a tendency to focus on production-related indicators such
as the amount produced, machine use, or cost savings. However, as Dunphy and Bryant
(1996) pointed out, work redesigns can add value in ways that are not typically assessed,
such as by making gradual improvements to work processes, by enhancing quality, and
by responsiveness to customers. Some of these performance effects are likely to be evi-
dent in the longer term, we encourage future work design researches to capture potential
change over varying lengths of time.
In terms of individual work performance, consistent with advances in the performance
literature, it is important to consider how work design affects not just task performance
(e.g., amount produced) but also contextual performance (e.g., helping and cooperating
with colleagues), proactive behaviors, and adaptive performance. These types of dis-
cretionary behaviors are increasingly seen as critical in today’s flexible organizations
where, for example, employees need to be willing to work flexibly, think for themselves,
make suggestions, and carry out an emergent and changing work role (e.g., Frese et al.,
1996; Parker, 2000; Pulakos et al., 2000). We also suggest considering workplace safety
as another dimension of individual work performance. Safety is increasingly being rec-
ognized as a performance outcome (e.g., Griffin & Neal, 2000; Wood, Barling, Lasaosa,
Turner, & Parker, 2000), and initial evidence suggests that work design characteristics
such as job autonomy can affect safety (e.g., Shannon, Mayr, & Haines, 1997).
Expanding the criterion of individual work performance opens up the possibility that
work design might have different effects depending on the type of performance outcome
investigated, as well as the possibility that these effects might occur via different mecha-
nisms. For example, the motivational mechanism proposed to underpin the link between
work design and performance might apply most strongly to contextual performance, as
suggested by Neal and Griffin (1999), whereas a cognitive mechanism might apply most
strongly to task performance. Expanding the criterion domain also highlights additional
mechanisms by which work design might affect performance, such as the possibility that
work design enhances proactive motivation which in turn leads employees to be more
proactive and innovative.

SUMMARY OF RESEARCH AGENDA AND A MODEL TO GUIDE FURTHER INQUIRY
Basedontheabovediscussion,Figure4.1showsasuggestedmodellinkingenrichedwork
design and individual work performance. This model draws on, and aims to integrate,
existing models of work performance (e.g., Blumberg & Pringle, 1982; Campbell et al.,
1993; Neal & Griffin, 1999) as well as existing models of work design (e.g., Wall &
Jackson, 1995; Parker & Wall, 1998).