As usual, the members of the net have varied, conflictual, but always
interesting views, (in this case with respect to selection and
performance). Perhaps some of the seemingly conflicting viewpoints can be
reconciled if we recall a basic equation, ie. Performance = f(ability,
motivation, and resources). In other words, does the person have the
ability, willingness, and capacity to perform the tasks at the level desired.
Ability, as defined by the law consists of the knowledge, skills, and
abilities that have been demonstrated to be job related either through the
process of content or criterion validation studies. This is typically all
we assess during the selction phase.
Motivation is both extrinsic and intrinsic in nature. The extrinsic aspect
of motivation, which is organizationally controlled, is illustrated in the
saying that, "organizations get the bahavior they reward, and not the
behavior they want." That is, it consists in linking desired, but not
undesired (which we unfortunately do many times) behavior to outcomes
valued by the recipient. Intrinsic motivation, which orginates in the
person, consists of those self rewards of satisfaction, pride, self esteem,
etc. that people give themselves when they engage in tasks that they enjoy
or when they accomplish goals/outcomes associated with the task. Clearly
tasks differ in the liklihood that they will provide opportunities for self
reward, and people differ with respect to whether or not they view
engagement in, or accomplishment of, a particular task as one where they
should reward themself. This is where issues of job design and person-job
fit enter the picture.
Resources consists of support, training, materials and tools provided the
employee so that s/he has the capacity to turn their effort and ability
into organizationally desired levels of performance.
Performance consists of those behaviors and/or outcomes that add value to
the organization's pursuit of its mission. (I don't include traits as a
measure of performance because of the problematic nexus between sets of
traits and objectively measured behaviors/outcomes. In additon, the courts
seem to frown on traits as criterion in assessing the performance of
employees.)
It seems to me, that like blind men, we are all focusing on different
aspects of the performance equation. My math teachers taught me that zero
times anything is zero. Thus, if either job related ability, motivation,
or resources are absent, acceptable levels of performance (from the
organization's perspective) are unlikely to be achieved. The implication
is that selection, placement, and training are all necessary ingredients in
the pursuit of performance.
Best, Kim Boal
P.S. I wish I had be born taller, stronger, smarter, better looking, and a
whole lot skinnier.
--------------------------------
Kim Boal
College of Business Administration
Texas Tech University
Lubbock, TX 79409
(806) 742-2150
KimBoal@ttu.edu