Within-person variability in job performance: An integrative review and research agenda
Although both researchers and practitioners know that an employee’s performance varies over time within a job, this within-person performance variability is not well understood and in fact is often treated as error. In the current paper, we first identify the importance of a within-person approach to job performance and then review several extant theories of within-person performance variability that, despite vastly different foci, converge on the contention that job performance is dynamic rather than static. We compare and contrast the theories along several common metrics and thereby facilitate a discussion of commonalities, differences, and theory elaboration. In so doing, we identify important future research questions on within-person performance variability and methodological challenges in addressing these research questions. Finally, we highlight how the conventional practical implications articulated on the basis of a static, between-person perspective on job performance may need to be modified to account for the dynamic, within-person nature of performance.
within-person variability in job performance, theories of within-person performance, dynamic performance, research methods
Business | Organizational Behavior and Theory
Organisational Behaviour and Human Resources
Journal of Management
DALAL, Reeshad S.; BHAVE, Devasheesh P.; and FISET, John.
Within-person variability in job performance: An integrative review and research agenda. (2014). Journal of Management. 40, (5), 1396-1436. Research Collection Lee Kong Chian School Of Business.
Available at: http://ink.library.smu.edu.sg/lkcsb_research/4382