Working hard and working smart: motivation and ability during typical and maximum performance.
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.
Klehe
Ute-Christine
UC
Department of Work and Organizational Psychology, University of Amsterdam, Amsterdam, Netherlands. u.klehe@uva.nl
Anderson
Neil
N
D000328:Adult; D004650:Employee Performance Appraisal; D004651:Employment; D005260:Female; D006801:Humans; D008297:Male; D009042:Motivation