A Meta-Analysis of the Interactive, Additive, and Relative Effects of Cognitive Ability and Motivation on Performance

We tested the longstanding belief that performance is a function of the interaction between cognitive ability and motivation. Using raw data or values obtained from primary study authors as input (k = 40 to 55; N = 8,507 to 11,283), we used meta-analysis to assess the strength and consistency of the multiplicative effects of ability and motivation on performance. A triangulation of evidence based on several types of analyses revealed that the effects of ability and motivation on performance are additive rather than multiplicative. For example, the additive effects of ability and motivation accounted for about 91% of the explained variance in job performance, whereas the ability-motivation interaction accounted for only about 9% of the explained variance. In addition, when there was an interaction, it did not consistently reflect the predicted form (i.e., a stronger ability-performance relation when motivation is higher). Other key findings include that ability was relatively more important to training performance and to performance on work-related tasks in laboratory studies, whereas ability and motivation were similarly important to job performance. In addition, statelike measures of motivation were better predictors of performance than were traitlike measures. These findings have implications for theories about predictors of performance, state versus trait motivation, and maximal versus typical performance. They also have implications for talent management practices concerned with human capital acquisition and the prediction of employee performance.

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Gender, age and tenure as moderators of work-related stressors' relationships with job performance: A meta-analysis

Human Relations ◽

10.1177/0018726708095708 ◽

2008 ◽

Vol 61 (10) ◽

pp. 1371-1398 ◽

Cited By ~ 28

Author(s):

Arie Shirom ◽

Simona Shechter Gilboa ◽

Yitzhak Fried ◽

Cary L. Cooper

Keyword(s):

Job Performance ◽

Meta Analysis ◽

Work Related ◽

Work Related Stressors

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APPLYING THE THEORY OF STIFIn PERSONALITY: INVESTIGATING THE EFFECT OF HR MANAGEMENT PRACTICES ON JOB PERFORMANCE

JIMFE (Jurnal Ilmiah Manajemen Fakultas Ekonomi) ◽

10.34203/jimfe.v6i1.2025 ◽

2020 ◽

Vol 6 (1) ◽

pp. 103-122

Author(s):

Yayan Hadiyat ◽

Nina Sri Indrawati ◽

Iswahyudi Iswahyudi

Keyword(s):

Job Performance ◽

Sampling Method ◽

Management Practices ◽

Employee Performance ◽

Personality Types ◽

Performance Model ◽

Hr Management ◽

Relationship Of ◽

The Relationship ◽

Retention Practices

This article examined the effect of STIFIn-based HR Management Practices on Job Performance. This research is a quantitative study with hypothesis testings using the PLS-SEM approach and analyzed using WarpPLS software. Hypothesis testings are carried out with two models; Model-1 investigates the relationship of the variables in STIFIn HR Management, namely selection and retention of performance. Model-2 investigates the relationship between the overall STIFIn HR management practices and overall job performance. This research was conducted at companies that have implemented STIFIn-based HR Management. The sample was determined by purposive sampling method. This study found a significant effect of STIFIn-based HR Management namely selection and retention practices on employee performance both in task performance and contextual performance. While the results of the model-2 analysis show that STIFIn's overall HR practice is also significant on performance with higher impact than if those HR STIFIn are implemented individually both of selection or retention. The results of this study will provide new insights into the previous research on the effect of HR management practices on performance, and specifically on HR management practices based on employee’s personality types.

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Internal or external social media? The effects of work-related and social-related use of social media on improving employee performance

Internet Research ◽

10.1108/intr-03-2020-0159 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Xiayu Chen ◽

Carol Xiaojuan Ou ◽

Robert M. Davison

Keyword(s):

Social Media ◽

Job Performance ◽

Media Use ◽

Employee Performance ◽

Business Value ◽

Social Media Use ◽

Content Type ◽

Work Related ◽

Use Of Social Media ◽

Internal Social Media

PurposeThis study investigates how employees' work- and social-related use of social media can individually and interactively render different impacts on employees' performance in the context of internal or external social media.Design/methodology/approachTo test the research model in these two different contexts, the authors collected data from 392 internal social media users and 302 external social media users in the workplace.FindingsThe data suggest that the respondents' job performance can be enhanced when using internal social media for work-related purposes and using external social media for social-related purposes. Meanwhile, the interaction of work- and social-related use is positive for external social media but negative for internal social media on job performance. These findings highlight the significant distinction of social media use in the workplace.Originality/valueFirst, this study contributes to the literature on the business value of IT by providing theoretical arguments on how companies can capitalize efforts to consider work-related use in combination with social-related use to create business value. Second, this research theorizes two distinct yet interacting views of social media use. The authors offer a more granular insight of the paths from work- and social-related use to employee performance instead of encapsulating social media use in a unitary concept and linking it simply and broadly to employee performance. Third, this research considers the interdependent effects of work- and social-related use on employee performance, and thus goes beyond the independent roles of these two types of social media use. Fourth, the authors find that the links from employees' work- and social-related use of social media to job performance vary in different contexts.

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Effects of compensation on the job performance among hospital employees!! - a meta analysis

Journal of Management and Science ◽

10.26524/jms.2017.68 ◽

2017 ◽

Vol 7 (4) ◽

pp. 450-476

Author(s):

Dayanandan R

Keyword(s):

Job Performance ◽

Employee Performance ◽

Meta Analysis ◽

Sampling Technique ◽

Compensation System ◽

Hospital Employees ◽

Secondary Sources ◽

Life Saving ◽

System Time ◽

Test Correlation

Hospitals are considered as life saving institutions and the service quality through the better performance of employees is an essential parameter to serve thecustomers. To sustain within the competition and to achieve the competitive advantage, it is vital to focus on the attitudes and job performance of the employees. Failure to design appropriate compensation system will have unfavorable impact on productivity and job satisfaction and overall effectiveness of the hospital. Though compensation in terms of salary increment, reward, health insurance, workers compensation, retirement plan and paid holiday were applied in the study hospital, the effect of such compensation was not tested still. Hence, the aim of this paper is to assess the effect of compensation on job performance of hospital employees. In order to address the objective, both primary and secondary sources of data were used. The required data was collected from 206 employees identified through stratified random sampling technique. The data collected through questionnaire was analysed by SPSS ( version 21) and descriptive statistics such as frequency, percentage, mean and standard deviation and inferential statistics such as onesample t-test, correlation and multiple linear regressions were used arrive the meaningful results. The findings show that 65% of the variance of the employee performance was significantly explained by three independent variables namely; compensation, salary and rewards. It is concluded that there is a significant effect of salary, reward and indirectcompensation on employee job performance in the hospital. It is recommended that hospital management needs to improve its compensation system time to tome and further studies to be conducted to investigate the strategies used to deal with the problems of employees recruitment and retention among others.

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A Meta-Analysis of Interviews and Cognitive Ability

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000091 ◽

2013 ◽

Vol 12 (4) ◽

pp. 157-169 ◽

Cited By ~ 7

Author(s):

Philip L. Roth ◽

Allen I. Huffcutt

Keyword(s):

Cognitive Ability ◽

Meta Analysis ◽

Incremental Validity ◽

Employment Interviews ◽

Moderator Analysis ◽

The Future ◽

Research Questions ◽

Meta Analyses ◽

The Relationship

The topic of what interviews measure has received a great deal of attention over the years. One line of research has investigated the relationship between interviews and the construct of cognitive ability. A previous meta-analysis reported an overall corrected correlation of .40 ( Huffcutt, Roth, & McDaniel, 1996 ). A more recent meta-analysis reported a noticeably lower corrected correlation of .27 ( Berry, Sackett, & Landers, 2007 ). After reviewing both meta-analyses, it appears that the two studies posed different research questions. Further, there were a number of coding judgments in Berry et al. that merit review, and there was no moderator analysis for educational versus employment interviews. As a result, we reanalyzed the work by Berry et al. and found a corrected correlation of .42 for employment interviews (.15 higher than Berry et al., a 56% increase). Further, educational interviews were associated with a corrected correlation of .21, supporting their influence as a moderator. We suggest a better estimate of the correlation between employment interviews and cognitive ability is .42, and this takes us “back to the future” in that the better overall estimate of the employment interviews – cognitive ability relationship is roughly .40. This difference has implications for what is being measured by interviews and their incremental validity.

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