Prosocial behavior, noncompliant behavior, and work performance among commission salespeople

Article Abstract:

In this study I identified two types of nontask behavior, prosocial and noncompliant, and tested some of their antecedents as well as their relation to work outcomes. Prosocial behavior represented nontask behaviors that benefited the organization, and noncompliant behavior represented nontask behaviors that were dysfunctional to the organization, as rated by supervisors. Need for achievement, satisfaction with material rewards, and low perceived peer competition were related to prosocial behavior. Low need for achievement and low confidence in management were related to noncompliant behavior. Noncompliant behavior was negatively associated with performance, but prosocial behavior was nonsignificant when noncompliant behavior was controlled. A dual-factor theory (Herzberg, 1966) of nontask behavior is proposed. (Reprinted by permission of the publisher.)

Usage, Employee motivation, Motivation (Psychology)

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Predicting behavior: combining intention with investment

Article Abstract:

In recent years, several social researchers have focused on ways to improve the prediction of behavior from attitudes. We examined the use of a measure of investment from the Rusbult and Farrell model of commitment as a means for enhancing prediction in the Ajzen and Fishbein intention model. Analysis of data collected from 95 subjects who were asked about their intention to participate in music-related activities over the next week and month showed that investment and its interaction with intention explain additional behavior variance beyond intention alone. The full model consisting of intention, investment, and their interaction explained, for the one-week period, nearly 53% of the criterion variance, and for the one-month period, nearly 78% of the criterion variance. (Reprinted by permission of the publisher.)

Psychological aspects, Investments, Human behavior

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Predicting supervisory ratings versus promotional progress in test validation studies

Article Abstract:

Two test validation studies are described in which performance-over-time (promotional progress) yielded significantly higher correlations with ability test predictors than did supervisory ratings of present performance. The point is made that although supervisory ratings are used as the performance criterion in the great majority of validation studies, performance-over-time, as represented in promotional progress, may often provide a more reliable and valid criterion measure of job performance. (Reprinted by permission of the publisher.)

Examinations, Test validity

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