Published Online:https://doi.org/10.5465/amr.1982.4285240

Existing theory fails to provide strong and consistent prediction of individual job performance. This paper argues that the failure stems from a neglect of an important dimension of performance—the opportunity to perform—and the interaction of opportunity with known correlates of performance. A three dimensional interactive model of work performance is proposed; suggestions for future research and for managerial practice are offered.

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