Individual performance is of high relevance
for organizations and individuals alike. Showing
high performance when accomplishing
tasks results in satisfaction, feelings of selfefficacy
and mastery (Bandura, 1997; Kanfer
et aL, 2005). Moreover, high performing
individuals get promoted, awarded and honored.
Career opportunities for individuals who
perform well are much better than those of
moderate or low performing individuals (Van
Scotter et aI., 2000).
This chapter summarizes research on individual
performance and addresses performance
as a multi-dimensional and dynamic
concept. First, we define the concept of
performance, next we discuss antecedents of
between-individual variation of performance,
and describe intraindividual change and
variability in performance, and finally, we
present a research agenda for future research.