Experience, experience, experience: Too much of a good thing for executive performance

被引:5
作者
Hahn, Huh-Jung [1 ]
Kim, Sungjun [2 ]
机构
[1] Winona State Univ, Coll Business, Business Adm Dept, Winona, MN 55987 USA
[2] Kookmin Univ, Coll Business Adm, Seoul, South Korea
关键词
cumulative work experience; executive performance; experience trap; human capital theory; WORK EXPERIENCE; JOB EXPERIENCE; LEADER EXPERIENCE; GENDER-DIFFERENCES; COGNITIVE-ABILITY; CEO EXPERIENCE; IMPACT; METAANALYSIS; INFORMATION; MANAGERS;
D O I
10.1002/hrdq.21438
中图分类号
F24 [劳动经济];
学科分类号
020106 ; 020207 ; 1202 ; 120202 ;
摘要
Cumulative work experience is considered as a critical contributor to one's performance. However, Human Capital Theory and The Experience Trap propose seemingly contradictory perspectives regarding the work experience-performance relationship, and thereby calls for a means for integration. In this study, we investigated the relationship between cumulative experience and work performance using data generated from a comprehensive questionnaire and executive performance appraisals of 376 executives from a large business group in South Korea. By measuring work experience using multiple proxies (organizational tenure, executive tenure, and self-evaluated, cumulative work experience), we found that the association between experience and performance is not simply linear, but rather a curvilinear (inverted-U shaped). The time-lagged study design utilized across two time-points ensured the robustness of this finding. Interestingly, a closer look at the nature of the curvilinear relationship for organizational tenure and self-evaluated experience uncovered opposite trends, providing a multi-faceted understanding of the experience-performance relationship. Our findings challenge the conventional belief in the linear relationship between experience and performance, and call for a critical assessment of current human resources (HR) practices that heavily rely on work experience.
引用
收藏
页码:11 / 28
页数:18
相关论文
共 61 条
[51]   THE EFFECT OF JOB EXPERIENCE ON THE MAINTENANCE PROFICIENCY OF ARMY AUTOMOTIVE MECHANICS [J].
SPIKER, VA ;
HARPER, WR ;
HAYES, JF .
HUMAN FACTORS, 1985, 27 (03) :301-311
[52]   Searching for the inverted U-shaped relationship between time and performance: Meta-analyses of the experience/performance, tenure/performance, and age/performance relationships [J].
Sturman, MC .
JOURNAL OF MANAGEMENT, 2003, 29 (05) :609-640
[53]  
Sweetland SR, 1996, REV EDUC RES, V66, P341, DOI 10.2307/1170527
[54]   Toward an integrated model of work experience [J].
Tesluk, PE ;
Jacobs, RR .
PERSONNEL PSYCHOLOGY, 1998, 51 (02) :321-355
[55]  
TOOTHMAKER LE, 1994, J OPER RES SOC, V45, P119
[56]   A meta-analysis of the criterion-related validity of prehire work experience [J].
Van Iddekinge, Chad H. ;
Arnold, John D. ;
Frieder, Rachel E. ;
Roth, Philip L. .
PERSONNEL PSYCHOLOGY, 2019, 72 (04) :571-598
[57]  
VanKatwyk P., 2004, LEADERSHIP EXPERIENC
[58]   A METAANALYSIS OF AGE-DIFFERENCES IN JOB-PERFORMANCE [J].
WALDMAN, DA ;
AVOLIO, BJ .
JOURNAL OF APPLIED PSYCHOLOGY, 1986, 71 (01) :33-38
[59]   The role-based performance scale: Validity analysis of a theory-based measure [J].
Welbourne, TM ;
Johnson, DE ;
Erez, A .
ACADEMY OF MANAGEMENT JOURNAL, 1998, 41 (05) :540-555
[60]   Information asymmetry and the dismissal of newly appointed CEOs: An empirical investigation [J].
Zhang, Yan .
STRATEGIC MANAGEMENT JOURNAL, 2008, 29 (08) :859-872