Michael A. Campion

The Knowledge, Skill, and Ability Requirements for Teamwork: Implications for Human Resource Management

This study reviews the literature on groups to determine the knowledge, skill, and ability (KSA) requirements for teamwork. The focus is on: (1) KSAs rather than personality traits; (2) team rather than technical KSAs; and (3) the individual rather than team level of analysis. Fourteen specific KSAs are derived. Then, the implications of these teamwork KSAs for the modification or development of human resource (HR) management systems are determined, and research issues are discussed.

Age Stereotypes in the Workplace: Common Stereotypes, Moderators, and Future Research Directions†:

The authors identify, analyze, and summarize prior research from 117 research articles and books that deal with age stereotypes in the workplace. They discover and report the most prevalent and well-supported findings that have implications for human resource management. These findings are described in terms of prevalent age stereotypes that occur in work settings, evidence refuting age stereotypes, and moderators of age stereotypes. The authors provide recommendations for practice and future research.

A control systems conceptualization of the goal-setting and changing process☆

Abstract Most of the research on goal setting has focused on the relationship between goals and subsequent performance. Much less research has been directed at explaining why goal setting works or at integrating it with other motivational theories. In this paper a control systems model of motivation is developed in which a goal is considered a referent or desired state to which performance is compared. Any discrepancy (error) between goals and performance creates a corrective motivation. Predictions based on this model are tested in a classroom situation using a longitudinal research design involving 188 college students. Results support many aspects of the proposed model. It is concluded that goal setting should be viewed as a dynamic process in which both self-set goals and environmental feedback are incorporated into a system that monitors performance relative to a desired state and adjusts subsequent goals, behaviors, and strategies.

Use of situational judgment tests to predict job performance: a clarification of the literature.

Although situational judgment tests have a long history in the psychological assessment literature and continue to be frequently used in employment contexts, there has been virtually no summarization of this literature. The purpose of this article is to review the history of such tests and present the results of a meta-analysis on criterion-related and construct validity. On the basis of 102 coefficients and 10,640 people, situational judgment tests showed useful levels of validity (rho = .34) that were generalizable. A review of 79 correlations between situational judgment tests and general cognitive ability involving 16,984 people indicated that situational judgment tests typically evidence relationships with cognitive ability (rho = .46). On the basis of the literature review and meta-analytic findings, implications for the continued use of situational judgment tests are discussed, particularly in terms of recent investigations into tacit knowledge.

Career-Related Antecedents and Outcomes of Job Rotation

Drawing on related literature and an inductive pilot study, we propose a conceptual framework for the relationship between job rotation and selected career-related variables. A test on 255 employee...

Profiles in Quitting: Integrating Process and Content Turnover Theory.

Process models of turnover focus on how people quit; content models focus on why. To integrate these approaches and test whether motives relate systematically to decision processes, we classified 1...

Staffing Work Teams: Development and Validation of a Selection Test for Teamwork Settings

The purpose of this research was to develop a selection test for staffing work teams. The knowledge, skills, and abilities (KSAs) for effective teamwork (Stevens & Campion, 1994) were used to develop a paper-and-pencil test of teamwork situations. KSAs reflected conflict resolution, collaborative problem solving, communication, goal setting and performance management, and planning and task coordination. Standard test construction techniques were used, and the test contained 35 multiple-choice items on hypothetical teamwork situations. Two validation studies were conducted involving production employees in a pulp mill (n = 70) and box plant (n = 72). Results showed criterion-related validity with supervisory and peer ratings of teamwork and overall job performance. However, a key unexpected finding was the large correlation with employment aptitude tests, suggesting that the Teamwork Test has a significant general mental ability component. The study also has secondary implications for the literatures on both contextual performance and situational tests. It was concluded that a consideration of individual level KSAs can have both conceptual and practical value in the staffing of work teams.

Meaning and measurement of turnover : comparison of alternative measures and recommendations for research

In a review of two areas of turnover researchuindividual motivated choice behavior and organizational consequences--five alternative turnover measures are defined: reasons, voluntariness, avoidability, functionality, and utility. Turnover data for one year (1987) were gathered from 325 former employees, 568 supervisors, 418 replacement employees, and the personnel files of a university. Analyses indicated that organizational records are deficient as a source of information, especially because of the usual practice of recording a single reason for turnover. Voluntariness may result in a classification system that is too gross for validating motivational models. Avoidability, functionality, and utility each measure unique aspects of organizational consequences, but each has limitations. Turnover measures should be viewed as continua rather than as dichotomies. Recommendations for future research are provided.

A High Performance Work Practices Taxonomy Integrating the Literature and Directing Future Research

High Performance Work Systems are designed to enhance organizational performance by improving employee capability, commitment, and productivity. Yet there is very little consensus about the structure of these systems and the practices therein. The lack of structure may be inhibiting the growth of knowledge in this field and the degree to which organizations adopt these systems. To address these concerns we develop a comprehensive High Performance Work Practices (HPWPs) taxonomy. We analyzed 193 peer-reviewed articles published over the past 20 years (1992-2011). We classified 61 specific practices into nine categories. We analyze the usefulness of this taxonomy using frequency, time, and countries. Directions for future research are provided.

Social and Cognitive Sources of Potential Inaccuracy in Job Analysis

Although it appears that many assume job analysis information is accurate, there is considerable evidence from other fields to suggest that the types of subjective judgments often involved in job analysis may be subject to systematic sources of inaccuracy. Drawing from the social, cognitive, and industrial-organizational psychology literatures, this review develops a framework that delineates 16 potential sources of inaccuracy in job analysis. This includes such social sources as social influence and self-presentation processes as well as cognitive sources such as limited and biased information processing. For each source of inaccuracy, the relevant literature is first reviewed, its potential operation in the job analysis context is described, and propositions for future research are derived. In addition, the likelihood of these sources of inaccuracy across various job analysis facets are described, concluding with recommendations for research and practice.