Volume 37: Issue 3

Performance has evolved to a construct that is more than just a measurement, it must also be interpreted. Interpretation demands information (data) and cognitive processes (conscious and unconscious). Previously, the role of a performance analyst involved gathering metrics, running time studies, and building dashboards rooted in standardized key performance indicators (KPIs). Today, that same analyst must navigate a complex web of Artificial Intelligence (AI)-generated insights, workforce algorithms, ethical concerns, and digital platforms that both quantify and influence human behavior. In short, the definition of performance, and the people responsible for evaluating human performance, has fundamentally changed.

Organizations are increasingly relying

Frequent teacher turnover not only results in the loss of top talent, lowers teaching quality, and harms the reputation of private universities, but it also raises recruitment and training costs, lowering enrollment quality and quantity.

Enhancing psychological ownership through fair treatment and equitable rewards emerges as a powerful strategy to mitigate instructor turnover and ensure sustainable growth in private universities.

Private universities’ connotative growth is threatened by high instructors’ turnover. Instructor turnover is influenced by numerous factors, yet prior research has primarily focused on examining these factors from a single perspective, resulting in a limited understanding. To address this, we

Whereas it is a valuable tool for instructional designers and performance improvement practitioners, needs assessment is often avoided due to perceived burdens associated with the process. Given the lack of study of perceived burden within the literature, there was no known existing scale to measure perceived burden. This article describes the process of conceptualizing perceived burden in needs assessment and developing the first scale to measure that construct: the Perceived Burden in Needs Assessment Participants Survey (PBNAPS). Through examining the performance of a pilot instrument, the authors explored the validity and reliability of the PBNAPS. The instrument was found to be reliable (α = .86) across four factors: (a) duties, obligations, and responsibilities; (b) cost; (c) needs assessment facilitator skills; and (d) needs assessment facilitator systemic sensitivities. Ultimately, the final revised PBNAPS instrument demonstrated both internal consistency and applicability across organizational contexts, constituent types, and lengths of affiliation.

This study seeks to understand the role of rater–ratee personality configurations in relational and employee outcomes. Specifically, it examines the effect of the interplay between rater–ratee honesty–humility (H-factor) on ratee feedback reactions via leader–member exchange (LMX). Data collected from N = 310 matched dyads were analyzed using polynomial regression. The findings indicated that rater–ratee H-factor congruence was more accurate in predicting LMX and ratee feedback reactions compared with H-factor incongruence. Congruence at both high and low levels of H-factor was found to affect LMX and ratee feedback reactions positively. Different magnitudes of incongruences exhibited negative impacts on LMX and ratee feedback reactions. LMX also mediated the relationship between rater–ratee H-factor (in)congruence and ratee feedback reactions. Rater–ratee personality configurations contribute to extraneous variance, affecting their relationship and ratee reactions to performance appraisals. This study highlights how different dyadic personality interactions influence relationship quality and reactions to performance appraisal feedback.

PORTRAITS OF INDIVIDUAL PERFORMANCE AT WORK: A REVIEW OF THE HIGH LITERATURE

Yuri de Souza Odaguiri Enes,

Juliana Costa Mota,

Mariana Borges Nunes Vieira,

Thaís Ferreira Lopes,

Renata Avancini Tonini, and

Francisco Antonio Coelho Junior

EDITOR’S NOTES—REIMAGINING THE PERFORMANCE ANALYST: ETHICAL INTELLIGENCE, AI FLUENCY, AND THE FUTURE OF IMPROVEMENT: A PERSPECTIVE FROM A PERFORMANCE ANALYST

FEATURES OF INSTRUCTOR SALARY AND WELFARE: HOW DO PSYCHOLOGICAL OWNERSHIP AND ORGANIZATIONAL JUSTICE SHAPE INSTRUCTORS’ WILLINGNESS TO LEAVE CHINA’S PRIVATE UNIVERSITIES?

BUILDING IT WHEN IT DOES NOT YET EXIST: CREATING AND VALIDATING A SCALE TO MEASURE PERCEIVED BURDEN IN NEEDS ASSESSMENT PRACTICE

DO BIRDS OF A FEATHER FLOCK TOGETHER? A FIT THEORY PERSPECTIVE ON LMX QUALITY AND RATEE FEEDBACK REACTIONS

PORTRAITS OF INDIVIDUAL PERFORMANCE AT WORK: A REVIEW OF THE HIGH LITERATURE

ARTIFICIAL INTELLIGENCE IN ORGANIZATION DEVELOPMENT: A SCOPING REVIEW

FEATURES OF INSTRUCTOR SALARY AND WELFARE: HOW DO PSYCHOLOGICAL OWNERSHIP AND ORGANIZATIONAL JUSTICE SHAPE INSTRUCTORS’ WILLINGNESS TO LEAVE CHINA’S PRIVATE UNIVERSITIES?

EDITOR’S NOTES—SURVIVAL OF ISPI, HPT, PI: ARE WE STILL RELEVANT?

PERFORMANCE MANAGEMENT AMID A GLOBAL CRISIS: THE INFLUENCE OF LEADER BEHAVIOR AND ITS OUTCOMES

CHIEF LEARNING OFFICERS: PERSPECTIVES ON COMPETENCIES, ROLES, AND TASKS

A QUASIEXPERIMENTAL EVALUATION OF A CLINICAL RESEARCH TRAINING PROGRAM

MENTAL READINESS IN EMERGENCY RESPONSE TASKS

FEATURES OF INSTRUCTOR SALARY AND WELFARE: HOW DO PSYCHOLOGICAL OWNERSHIP AND ORGANIZATIONAL JUSTICE SHAPE INSTRUCTORS’ WILLINGNESS TO LEAVE CHINA’S PRIVATE UNIVERSITIES?

PRE-SERVICE TEACHERS' PERCEPTIONS OF POVERTY: A PHENOMENOLOGICAL APPROACH