Browsing by Subject "job performance"

Now showing 1 - 3 of 3
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    The Effects of Rater Performance and Perspective on Rating Leniency
    (2019-08) McNeal, Kyle
    Rater errors such as leniency/severity have detrimental effects on the validity of performance ratings. A number of rater characteristics have been examined to understand why some raters tend to be consistently more lenient than others; however, gaps remain in our understanding of these rater characteristics and their influence on rating leniency. The present study examined the previously unexplored characteristic of rater performance as a predictor of rater leniency/severity. It was hypothesized that rater performance would be negatively associated with rater leniency, such that high performing employees would be more severe in their evaluations of others. Furthermore, it was hypothesized that this relationship would be particularly pronounced when raters and subjects are peers to one another, and when rater and subject are of the same gender. These hypotheses were tested using a large archival data set including multi-source assessment ratings and annual performance ratings for employees in a multinational healthcare organization. The hypotheses were not supported, and in fact a small positive relationship between rater self-ratings of performance and rater leniency was detected. Implications and future directions are discussed.
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    Why and When Does a Mindfulness Intervention Promote Job Performance? The Interpersonal Mechanisms and Individual, Job, and Social Contingencies
    (2015-07) Yang, Tao
    This dissertation develops and tests a theoretical model of the role of a mindfulness intervention in promoting job performance in service settings. I examine the client-focused mechanisms—attentiveness, perspective taking, and response flexibility—and individual (i.e., employee agreeableness), social (i.e., perception of workgroup service climate), and job (i.e., work overload) contingencies of the relationship between a mindfulness intervention and job performance. I conducted a pretest-posttest field experiment of 72 health care professionals in a health care organization with intervention (i.e., mindfulness meditation) and active control (i.e., wellness education) conditions and repeated measures from health care professionals and their patients over 15 days. Confirmatory factor analyses suggest that the three client-focused mechanisms were represented by a higher-order construct of patient centered behavior. Multilevel modeling and latent growth modeling suggest that the two conditions are distinct; compared with active control, the intervention yields pre-to-post increases in daily mindfulness and work behaviors including self-ratings of job performance and proactive patient care and patient ratings of patient centered behavior. Multilevel mediation analysis suggests that patient ratings of patient centered behavior fail to mediate the effect of a mindfulness intervention on patient satisfaction with job performance. Multilevel moderated mediation analyses suggest that agreeableness, perceived workgroup service climate, and work overload do not moderate the effect of a mindfulness intervention (via patient ratings of patient centered behavior) on patient satisfaction. Nonetheless, compared with active control, the mindfulness intervention yields higher patient rated patient centered behavior for health care professionals who have a higher level of agreeableness.