For the past 3 decades, police officers have been diagnosed with various stress-induced health problems. Police officers are at a greater risk of various environmental health problems due to the stressful nature of their profession. While there is abundant research that explores the relationship between high stress occupations and environmental health, researchers have yet to sufficiently explore the relationships between police officers' job stress and job performance. The purpose of this correlational study was to use Cohen & McKay's conceptualization of the stress-buffering hypothesis to explore whether police officers' physical exercise moderated the negative impact of job stress on their job performance. Data were collected through an online survey administered to police officers from 2 metropolitan police departments in the United States, and data were analyzed using a hierarchical regression procedure. Findings indicted that approximately 80% of the variance in police officers' job performance is explained by job stress, indicating a negative relationship between police officers' job stress and job performance. The findings also indicated that police officers' physical exercise was positively related to their job performance. Positive social change implications stemming from study may include recommendations to police department leadership to emphasize the importance of moderating occupational stress through exercise as a method to improve their job performance. These efforts may contribute to improved public safety outcomes in communities in the United States.

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The purpose of this study was to examine the relationship between job performance of wilderness and adventure therapy (WAT) field guides and personality traits. Specifically, this study utilized the NEO-PI-R to assess personality and the Field Guide Performance Evaluation (FGPE) to assess job performance. Job performance was measured by managers, peers, and WAT participants. The sample consisted of 89 personality assessments, gathered from both the U.S. and Canada. Ordinary least squares regression analysis indicated there was a non-significant relationship between field guide job performance and personality. Findings provide implications for WAT practitioners seeking the most qualified field guides possible.

Fatigue in healthcare providers has been linked to dangerous outcomes for patients, including medical errors, surgical complications, and accidents. Resident physicians, who traditionally work long hours on minimal sleep, are among the most fatigued. In attempt to mitigate the impact of fatigue on resident physician performance and improve patient safety, the Accreditation Council for Graduate Medical Education (ACGME) implemented a fatigue intervention program in 2011 for medical residency programs in the United States. This caused a significant decrease in the number of hours that first-year residents were permitted to work, compared with hours worked by first-year residents in prior years. While studies investigating the impact of the 2011 ACGME fatigue intervention on outcomes are limited thus far, some initial evidence seems to be promising. For instance, Pepper, Schweinfurth, and Herrin (2014) found that the rate of transfers to the intensive care unit after a code blue significantly decreased from pre- to post-intervention. However, it is not currently understood what variables may drive positive changes in patient outcomes, nor how long it may take for these changes to occur. Thus, the purpose of this study was to examine the effect that the 2011 ACGME fatigue intervention has had on job performance in healthcare providers in U.S. hospitals. The current study attempted to address this question by taking both a micro perspective, by drawing upon cognitive theories (Kahneman, 1973, 2011) and skill acquisition theory (Fitts, 1964; Fitts & Posner, 1967), as well as a macro perspective, by drawing upon organizational change theories (DiMaggio & Powell, 1983). This study combined public-use databases provided by the Center for Medicare and Medicaid Services (CMS). Specifically, 1,277 hospitals in the United States were examined over a five year period on job performance behaviors to determine if there was significant change from pre-intervention to post-intervention. Hospitals were categorized as control hospitals (n = 594) and intervention hospitals (n = 683). More specifically, intervention hospitals were analyzed according to their resident-to-patient bed ratio, using guidelines provided by Patel et al. (2014), including very low resident-to-bed ratio hospitals (n = 174), low resident-to-bed ratio hospitals (n = 287), high resident-to-bed ratio hospitals (n = 143), and very high resident-to-bed ratio hospitals (n = 79). Further, organizational size was examined as a moderator. The current study used discontinuous growth modeling (Bliese, 2008; Ployhart, 2014; J. D. Singer & Willett, 2003) to analyze the data, which allowed for investigation into the magnitude and rate of change from pre- to post-intervention. Results show that there was a significant improvement in employee job performance over time across both intervention and control hospitals. In particular, job performance significantly improved abruptly at the transition period (i.e., when the intervention was introduced) and continued to improve gradually throughout the post-intervention period; yet, these results held for both intervention and control hospitals. However, exploratory analyses comparing control hospitals to very high resident-to-bed ratio hospitals found that the latter group improved significantly more at the transition period in comparison to control hospitals. I therefore conclude that there may be some effect of the fatigue intervention on job performance, but this effect may be visible only in very high resident-to-bed ratio hospitals. Further, organizational size was not a significant moderator of the relationship. Future research is needed to confirm these findings.

This dissertation aims to advance our understanding of workplace aggression by developing and testing two models based on the stereotype content model (SCM) and adopting the social network analysis approach. Specifically, two studies of the dissertation focus on (a) unfavorable social evaluations stemming from competence stereotypes, (b) stereotype-driven negative emotions as a mechanism to explain the relationship between competence and workplace aggression, and (c) the role of informal workplace relationships in predicting workplace aggression. Study one investigates the nonlinear relationship between job performance and exposure to workplace aggression and two distinct mediating mechanisms at high and low levels of job performance. High performers provoke jealousy, and low performers provoke contempt from coworkers, both of which are positively associated with exposure to workplace psychological aggression. The study tested these relations using data from a sample of 187 teachers from educational institutions in India and found support for the curvilinear relationship between performance and workplace psychological aggression and the mediating mechanisms of jealousy and contempt for high and low performers, respectively. Study two examines the role of workplace social ties (advice and friendship ties) in predicting workplace aggression. Results from data collected at 2-time points from 248 individuals in 21 workgroups largely supported the proposition that highly competent employees become victims of covert aggression and low competence employees become victims of overt aggression. Interestingly, the findings suggest that advice-giving and friendship ties mitigate the experience of aggression by reducing coworkers’ envy. However, advice-seeking aggravates overt aggression by increasing coworkers’ contempt. / Dissertation / Doctor of Philosophy (PhD)

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Yes / A comprehensive meta‐analysis of two types of forced‐choice (FC) personality inventories (ipsative and quasi‐ipsative) across nine occupational groups (Clerical, Customer Service, Health Care, Managerial, Military, Police, Sales, Skilled Manual, and Supervisory) is reported. Quasi‐ipsative measures showed substantially higher operational validity coefficients and validity generalization across all occupations than ipsative measures. Results also showed that, compared with the findings of previous meta‐analyses, quasi‐ipsative personality inventories are better predictors of job performance than previously thought and that operational validities for ipsative measures are notably congruent with past findings. We conclude that quasi‐ipsative scale formats are superior for predicting job performance for all occupational groups. Theoretical and practical implications of these findings for personnel selection are discussed in 4.4. / Ministry of Economy and Competitiveness. Grant Number: PSI2011‐27943. Leverhulme Trust. Grant Number: IN‐2012‐095

This thesis contains analysis of the low job performance, specifically in company ČSOB, a.s. The analysis comes from manager's experiance from ČSOB. The thesis deals with the management of job performance, the causes of low job performance, the system of performance measurament and its regularization. Last part of thesis contains of recommendations

The comprehension of how job satisfaction impacts employee performance is of utmost importance to an organisation. If the relationship between job satisfaction and job performance could be better understood, managers could manipulate the variables to increase job satisfaction which will in turn lead to better performance of the company. Both a theoretical and an empirical analysis were applied in this study. The quantitative research design was followed using a standardised questionnaire as measuring instrument. The questionnaire was handed to 56 employees targeted by a cross-sectional survey which was spread across all 8 departments of the company. The Pearson Correlation Coefficient was used to indicate the relationships between the variables. Company policies and practises were found to be the factor that was most significantly related to job satisfaction and job performance. Motivation and personal development was the performance factor that was most significantly related to general satisfaction and total performance. A strong positive relationship between job satisfaction and job performance was confirmed, which indicated that the more satisfied employees are the better they will perform. / MBA, North-West University, Potchefstroom Campus, 2015