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This article reviews the extensive history of dynamic performance research, with the goal of providing a clear picture of where the field has been, where it is now, and where it needs to go. Past research has established that job performance does indeed change, but the implications of this dynamism and the predictability of performance trends remain unresolved. Theories are available to help explain dynamic performance, and although far from providing an unambiguous understanding of the phenomenon, they offer direction for future theoretical development. Dynamic performance research does suffer from a number of methodological difficulties, but new techniques have emerged that present even more opportunities to advance knowledge in this area. From this review, I propose research questions to bridge the theoretical and methodological gaps of this area. Answering these questions can advance both research involving job performance prediction and our understanding of the effects of human resource interventions.


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© Emerald. Final version published as: Sturman, M. C. (2007). The past, present, and future of dynamic performance research, In J. J. Martocchio (Ed.), Research in Personnel and Human Resources Management: Vol. 26 (pp. 49-110). Bingley, UK: Emerald Group Publishing Limited. Reprinted with permission. All rights reserved.