ABSTRACT
This chapter describes the assessment of job performance. In contrast to the previous chapters, which describe ways to predict how well job applicants would perform on a job if they were actually hired or selected, here we are explicitly concerned about criterion performance—the job performance of workers who already have been hired to do the job. Organizations rely on measures of job performance to help them determine how well employees are performing. Such measures of criterion performance are useful for supporting a variety of operational personnel decisions and related research (Borman, 1991; Siegel, 1986). Measures of job performance provide an objective basis for deciding which workers to promote, reassign, certify, or retain. In research, they are essential as criteria for establishing the validity of selection instruments and evaluating the effectiveness of job training programs.
