Page 41 - Psychological Management of Individual Performance

references 19
Theongoingchangesinthetoday’sorganizationshaveimplicationsforourconceptual-
izations and research endeavors on performance. More specifically, future performance-
related research must pay more attention to learning and proactivity issues. Further
theory development is needed with respect to the interface between individual and team
level performance. This comprises questions such as the translation of individual into
team level performance and the role of team process variables in enhancing individual
performance. Globalization of work processes and the increased use of complex techno-
logical systems suggest that individual performance cannot be fully understood without
reference to the context in which it is accomplished.

NOTES

1. We scanned the volumes published between 1980 and 1999 of the following journals: Academy
of Management Journal; Academy of Management Review; Administrative Science Quarterly;
Applied Psychology: An International Review; Human Performance; Journal of Applied Psy-
chology; Journal of Management; Journal of Occupational (and Organizational) Psychology;
Journal of Organizational Behavior; Journal of Vocational Behavior; Organizational Behavior
and Human Performance/Organizational Behavior and Human Decision Processes; Personnel
Psychology.
2. One might argue that this figure is an overestimation of the acutal use of individual perfor-
mance measures and concepts in meta-analyses because two of the journals are particularly
devoted to performance issues (Human Performance, Organizational Behavior and Human
Performance/Organizational Behavior and Human Decision Processes). However, when ex-
cluding these two journals from our analysis, the overall picture remains the same: 51.5% of
all meta-analyses published in the remaining ten journals refer to individual performance as a
core concept.

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