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Typische und maximale Arbeitsleistung

Die grundlegenden Annahmen dieser Literatur beschäftigen sich mit dem wechselnden Gleichgewicht zwischen Motivation und Fähigkeiten in der Vorhersage von Leistung in typischen versus maximalen Leistungssituationen. Diese Annahmen wiederum sind relevant für zahlreiche Themenfelder der Arbeits- und Organisationspsychologie.

Momentane Projekte behandeln
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    • eine weitere Validierung der Grundaussagen dieser Literatur unter Berücksichtigung anderer theoretischer Ansätze
    • unerwünschte aber mögliche Nebeneffekte von maximalen Leistungssituationen
    • den Einfluss von Führung und Führungsstilen auf das Auftreten, die Wahrnehmung von und die Reaktion auf typische/r versus maximale/r Arbeitsleistung.

     

     Previous publications in this line of study include:

    • Klehe, U.-C., Anderson, N. & Viswesvaran, C. Eds. (2007).
      More Than Peaks and Valleys: Introduction to the Special Issue on Typical and Maximum Performance
      Human Performance, 20, Issue 3.
          
    Abstract
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    Availability
    Journal’s website: http://www.tandfonline.com/doi/full/10.1080/08959280701332943#tabModule
    Open access download: -
    Further access: please contact  to receive a copy of the manuscript.

     

    • Klehe, U.-C. & Latham, G. P. (2008).
      Predicting typical and maximum performance with measures of motivation and abilities.
      Psychologica Belgica, 48, 67-91.
          
    Abstract
    The current study integrated the literature on selection tests of typical versus maximum performance (Cronbach, 1960) with the literature on job performance under typical and maximum performance conditions (Sackett, Zedeck, & Fogli, 1988). Tests of maximum performance (i.e., measures of task-related knowledge, skills, and abilities) loaded onto a different factor than tests of typical performance (i.e., measures of task-related motivation). Nevertheless, these two factors were moderately correlated (r = .44). Further, both task-related ability and motivation predicted typical performance. Maximum performance was predicted only by ability.
    Availability
    Journal’s website: -
    Open access download: http://www.ingentaconnect.com/content/acad/psyb/2008/00000048/f0020002/art00002

     

     

    • Klehe, U.-C., & Anderson, N. (2007).
      Working hard and working smart: Motivation and ability during typical and maximum performance.
      Journal of Applied Psychology, 92, 978-992.
          
    Abstract
    The distinction between what people can do (maximum performance) and what they will do (typical performance) has received considerable theoretical but scant empirical attention in industrial-organizational psychology. This study of 138 participants performing an Internet-search task offers an initial test and verification of P. R. Sackett, S. Zedeck, and L. Fogli's (1988) model of typical versus maximum performance: Motivation--in the form of direction, level, and persistence of effort exerted--rose significantly under the maximum performance condition. Consequently, the correlation between motivation--in the form of direction and level of effort--and performance diminished, whereas the correlation between ability--in the form of declarative knowledge and procedural skills--and performance increased under the maximum performance condition. Overall, results confirm the general propositions of the model. Implications for the generalizability of these findings, theory, practice, and directions for future studies of typical and maximum performance are discussed. o    Availabilit
    Availability
    Journal’s website: http://psycnet.apa.org/index.cfm?fa=buy.optionToBuy&id=2007-09571-007
    Open access download: -
    Further access: please contact  to receive a copy of the manuscript.

     

    • Klehe, U. C., Anderson, N., & Hoefnagels, A. E. (2007).
      Social facilitation and inhibition during maximum versus typical performance situations
      Human Performance, 20, 223-239. 
          
    Abstract
    The distinction between maximum performance (“what people can do”) and typical performance (“what people will do”) has received considerable theoretical yet relatively little empirical attention. Findings from social facilitation and inhibition suggest that the relationship between performers’ typical and maximum performance may not always be as straightforward as had originally been assumed. Ninety-four psychology students underwent a manipulation of their self-efficacy before doing an explaining task both under typical and maximum performance conditions. Results revealed a social inhibition effect in the maximum performance condition for participants of the low self-efficacy conditions. Implications and directions for future research are discussed.
    Availability
    Journal’s website: http://www.tandfonline.com/doi/pdf/10.1080/08959280701333040
    Open access download: -
    Further access: please contact  to receive a copy of the manuscript.

     

    • Klehe, U.-C. & Anderson, N. (2007).
      The moderating influence of personality and culture on social loafing in typical versus maximum performance situations.
      International Journal of Selection and Assessment, 15, 250-262.
          
    Abstract
    The current paper combines research from personality, cultural, social, and work- and organizational psychology. More precisely, it addresses the motivating effects of situations that either foster or inhibit social loafing under typical vs maximum performance conditions. It further tests how these effects are moderated by the three individual difference variables of conscientiousness, agreeableness, and openness to experience, and the two cultural dimension variables of collectivism and power distance. Results reveal positive main effects for inherently motivating situations, maximum performance conditions, conscientiousness, agreeableness and collectivism, as well as a significant interaction between the degree to which the situation invites social loafing and the typical vs maximum performance condition. These findings thus confirm a possible overlap between the theories of social loafing and of typical vs maximum performance. Finally, power distance showed a number of surprising interactions that may, in part, account for cultural differences found in the social loafing literature. Implications for theory building, empirical research and practice are discussed.
    Availability
    Journal’s website: http://papers.ssrn.com/sol3/papers.cfm?abstract_id=992021
    Open access download: http://nbn-resolving.de/urn:nbn:de:hebis:26-opus-85385

     

    • Klehe, U.-C., & Anderson, N. (2007).
      El rol del desempeño típico y máximo en selección de personal [ The role of typical and maximum performance in personnel selection].
      Revista de Psicología del Trabajo y las Organizaciones (Review of Work and Organizational Psychology), 23, 11-38.
          
    Abstract
    This paper presents a literature review on the distinction between typical and maximal performance in personnel selection. We will see how a distinction between what applicants can do (i.e. maximum performance) and what they will do (i.e. typical performance) in terms of likely job performance can add valuable information both for practitioners and researchers in personnel selection. While this distinction fits current models of job performance and has received considerable theoretical attention, it is frequently overlooked both by scientists and practitioners in personnel selection. Researchers run extensive validation studies whilst organizations make great financial investments in the selection of new employees without even knowing which of these two performance categories they are predicting. Finally, we will suggest some areas for future research, such as moderators and boundary conditions, and we will outline potential pitfalls in the study of typical and maximum performance.
    Availability
    Journal’s website: -
    Open access download: http://redalyc.uaemex.mx/src/inicio/ForazarDescargaArchivo.jsp?cvRev=2313&cvArt=231317574002&nombre=El%20rol%20del%20desempe%C3%B1o%20t%C3%ADpico%20y%20m%C3%A1ximo%20en%20selecci%C3%B3n%20de%20personal

     

    • Klehe, U.-C. & Latham, G. (2006).
      What would you do – really or ideally? The constructs underlying the behaviour description interview and situational interview in predicting typical versus maximum performance.
      Human Performance, 19, 357-382.
          
    Abstract
    A predictive validation study was conducted to determine the extent to which the behavior description (BDI) and situational (SI) interviews predict typical versus maximum performance. Incoming MBA-students (n = 79) were interviewed regarding teamplaying behavior. Four months later, peers within study groups anonymously evaluated each person's typical teamplaying behavior, whereas other peers within project groups anonymously evaluated each person's maximum teamplaying behavior. Both the BDI and the SI predicted typical performance. The SI also predicted maximum performance. Implications and directions for future research are discussed.
    Availability
    Journal’s website: http://www.tandfonline.com/doi/abs/10.1207/s15327043hup1904_3
    Open access download: -
    Further access: please contact to receive a copy of the manuscript.

     

    • Klehe, U.-C. & Kleinmann, M. (2007).
      Typische versus maximale Arbeitsleistung [typical versus maximum performance].
      In H. Schuler & K. Sonntag (Eds.), Handbuch der Arbeits- und Organisationspsychologie, p. 254-259. Göttingen, Germany: Hogrefe.
          
    Abstract
    -
    Availability
    Journal’s website: -
    Open access download: -
    Further access: please contact to receive a copy of the manuscript.

     

    • Klehe, U.-C., & Anderson, N. (2005).
      The prediction of typical and maximum performance in employee selection.
      In A. Evers, O. Smit-Voskuijl, & N. Anderson (Eds.). Handbook of Personnel Selection. Blackwell, U.K.
          
    Abstract
    In any selection process, organizations wish to distinguish between what applicants can (i.e., maximum performance) and what they will (i.e., typical performance) do in terms of their likely job performance. Our objectives for the current chapter are to outline the distinction between typical and maximum performance and to demonstrate how it can add valuable information for both practitioners and researchers in personnel selection, for while this distinction fits well with current models of job performance and has received considerable attention in theoretical accounts, it is frequently overlooked by both scientists and practitioners in personnel selection. Researchers run extensive validation studies while organizations make huge financial investments in the selection of new employees without knowing which of these two aspects of performance they are predicting, or even trying to predict ( Guion, 1991 ). Finally, we will propose areas of future research, such as moderators and boundary conditions, and we will outline potential pitfalls in the study of typical and maximum performance.
    Availability
    Journal’s website: -
    Open access download: -
    Further access: please contact  to receive a copy of the manuscript.

     

    • Latham, G. P. & Klehe, U.-C. (2002).
      Towards an understanding of the underlying constructs of the situational and patterned behavior description interview in predicting typical versus maximum performance.
      In: W. Auer-Rizzi, C. Innreiter-Moser & E. Szabo (Eds.): Management in einer Welt der Globalisierung und Diversität: Europäische und nordamerikanische Sichtweisen. (Management in a Global, Yet Diverse World: Perspectives Across Europe and North America). Stuttgart, Germany: Schäffer.
          
    Abstract
    -
    Availability
    Journal’s website: -
    Open access download: -
    Further access: please contact  to receive a copy of the manuscript.