By: David J. Woehr
The University of North Carolina Charlotte
Sylvia G. Roch
State University of New York at Albany
A positive trend in recent selection and assessment research is an increased focus on multiple aspects of job performance. Specifically, job relevant performance has expanded beyond job specific task behavior to include other components such as organizational citizenship behavior, counterproductive work behavior, and adaptive behavior. Yet a key question in the literature focuses on the best way to assess and measure the different aspects of performance. On the surface this would seem a simple matter. How hard can it be to differentiate and assess levels of job performance across employees? In fact, most managers as well as researchers would agree that identifying and collecting relevant, psychometrically sound, and practical measures of job performance is a significant challenge.