Publication Type

Journal Article

Version

acceptedVersion

Publication Date

7-2014

Abstract

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.

Keywords

within-person variability in job performance, theories of within-person performance, dynamic performance, research methods

Discipline

Business | Human Resources Management | Organizational Behavior and Theory

Research Areas

Organisational Behaviour and Human Resources

Publication

Journal of Management

Volume

40

Issue

5

First Page

1396

Last Page

1436

ISSN

0149-2063

Identifier

10.1177/0149206314532691

Publisher

SAGE

Copyright Owner and License

Authors

Additional URL

https://doi.org/10.1177/0149206314532691

Download

Share

COinS