| This study is a conceptual and empirical examination of the work strategies of employees in moderate to high discretion work roles. A work strategy is defined as an employee's approach to planning and allocating effort across activities, goals, and time periods. Work strategies include intentions about both work goals and the means for achieving these goals.; The study was conducted to address the following research question: What types of work strategies are associated with effectiveness in individual performance in work roles with multiple objectives and moderate to high levels of discretion by employees? Drawing on literature in the areas of "action theory," cognitive theories of intention, planning, and self-management, the concept of a work strategy is defined and conceptually developed. A conceptual framework relating particular work strategy characteristics (i.e., specificity, contingency planning, internal integration, and adherence) to individual performance is elaborated and specific hypotheses are tested. In addition, two variables--work experience and congruence with peers and supervisors on goal priorities--are tested for moderating effects on the work strategy - performance relationship.; The study employed a cross-sectional survey design. Data on the work strategies of two distinct groups of employees were collected via questionnaires and interviews. The first sample included fifty-seven faculty members from a large public university in the United States. The second sample was comprised of sixty-six technical professionals employed in an information systems branch of a large provincial ministry in Canada. The performance of the focal employees was rated by peers in the faculty sample and by peers and supervisors in the technical professional sample.; Results indicated support for the relationship between the examined work strategy characteristics and individual work performance in the technical professional sample, but not in the faculty sample. Among the technical professionals, individuals who engaged in detailed planning, including contingency planning, as well as prioritizing and adhering to their plans were rated as higher perfomers than those who were less likely to engage in such work strategies. Work experience was found to moderate the relationships between work strategies and performance, but priority congruence was not. |
