Utility concepts in performance measurement

Frank J. Landy; James L. Farr; Rick R. Jacobs

doi:10.1016/0030-5073(82)90232-X

Utility concepts in performance measurement

Frank J. Landy, James L. Farr, Rick R. Jacobs

Psychology

Research output: Contribution to journal › Article › peer-review

46 Scopus citations

Abstract

For several decades, personnel psychologists have struggled to apply utility concepts to personnel decision strategies. One of the obstacles to greater acceptance of the utility concept has been the difficulty in translating performance variance into a dollar metric. Recently, it has been demonstrated how that might be done without the use of expensive and questionable cost-accounting procedures. The extension of the utility logic to cover other areas of personnel including the performance measurement and feedback paradigm is proposed and a demonstration of such an application is provided. Programmatic research concerned with fundamental and applied issues in this area is proposed.

Original language	English (US)
Pages (from-to)	15-40
Number of pages	26
Journal	Organizational Behavior and Human Performance
Volume	30
Issue number	1
DOIs	https://doi.org/10.1016/0030-5073(82)90232-X
State	Published - Aug 1982

All Science Journal Classification (ASJC) codes

General Medicine

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10.1016/0030-5073(82)90232-X

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title = "Utility concepts in performance measurement",

abstract = "For several decades, personnel psychologists have struggled to apply utility concepts to personnel decision strategies. One of the obstacles to greater acceptance of the utility concept has been the difficulty in translating performance variance into a dollar metric. Recently, it has been demonstrated how that might be done without the use of expensive and questionable cost-accounting procedures. The extension of the utility logic to cover other areas of personnel including the performance measurement and feedback paradigm is proposed and a demonstration of such an application is provided. Programmatic research concerned with fundamental and applied issues in this area is proposed.",

author = "Landy, {Frank J.} and Farr, {James L.} and Jacobs, {Rick R.}",

note = "Funding Information: Request for reprints should be sent to Frank J. Landy, 450 Moore Building, Department of Psychology, The Pennsylvania State University, University Park, PA 16802. The authors are grateful to Frank Schmidt for his useful comments on an earlier draft of this paper. A modified version of this paper received the James McKeen Cattell Award for design excellence presented by Division 14 of the APA in 1980. The preparation of this manuscript was partially supported by a contract from the Organizational Effectiveness Branch of the Office of Naval Research (Contract N0014-81-K-0197).",

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AB - For several decades, personnel psychologists have struggled to apply utility concepts to personnel decision strategies. One of the obstacles to greater acceptance of the utility concept has been the difficulty in translating performance variance into a dollar metric. Recently, it has been demonstrated how that might be done without the use of expensive and questionable cost-accounting procedures. The extension of the utility logic to cover other areas of personnel including the performance measurement and feedback paradigm is proposed and a demonstration of such an application is provided. Programmatic research concerned with fundamental and applied issues in this area is proposed.

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Utility concepts in performance measurement

Abstract

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