Page 40 - Psychological Management of Individual Performance

18 performance concepts and performance theory
expatriatesarefacedwithveryspecificrequirements.Individualperformanceintheseset-
tings is predicted by a complex set of specific variables (Ones & Viswesvaran, 1997). This
specific set of variable, however, might be less predictive for individual performance in
mono-cultural settings. Moreover, performance appraisal issues differ largely across cul-
tures (Cox & Tung, 1997). Thus, globally operating companies are faced with great chal-
lenges when trying to implement an identical performance appraisal system world wide.

TECHNOLOGY

Technology, particularly computer and information systems, play an important role in
most work processes. In many jobs, individual work behavior, thus performance, is very
closely linked to the use of technology-based systems. For example, it is nearly impos-
sible to imagine the work of a CNC machine operator without reference to the CNC
machine. This development has implications for conceptualizing and measuring perfor-
mance. As Hesketh and Neal (1999) have pointed out, the widespread use of technology
in work processes threatens traditional views of performance in which performance
is conceptualized as behavior which is completely under the control of the individual
(Campbell, 1990). Practically, it becomes very difficult to separate the technology’s and
the individual’s contribution to individual performance. Hesketh and Neal introduced
a person by technology (P × T) interaction perspective on performance and suggested
that the way an individual uses the technology is an important performance component.
Moreover, with the increased implementation of well-designed user interfaces of techni-
cally highly sophisticated devices, the relevance of specific skills and knowledge needed
in previous work systems decreases while other skills and knowledge become more
important in the performance process (for a broader debate, cf. Wall & Davids, 1992).

CONCLUSION

In this chapter we described individual performance as an individual’s measurable be-
havior which is relevant for organizational goals. We characterized performance as
multi-dimensional and dynamic in nature. We proposed three major perspectives within
performance-related research, namely an individual differences perspective, a situational
perspective, and a performance regulation perspective. Each of these perspectives is asso-
ciated with specific performance enhancement interventions. Our review of the literature
suggests that an integration of the three different perspectives on performance is needed.
Particularly, linking the individual differences and the situational perspective to the per-
formance relation perspective seems to be promising. Such an integration is necessary
for understanding why specific individual characteristics and situational factors result in
high individual performance.
Our analysis of meta-analyses on individual performance showed that most of the
previous research conceptualized individual performance as the dependent variable. This
makes perfect sense when aiming at the explaination of performance and developing
practical interventions. At the same time, this finding implies that individual performance
was only seldom conceptualized as the independent variable. Here, clearly more research
is needed which addresses the possible consequences of high versus low individual
performance.