Explaining the surprisingly weak relationship between organizational constraints and job performance

Organizational constraints are contextual factors that interfere with task performance. Study 1 was a meta-analysis of constraints-performance studies that found a smaller than expected relationship. Two additional studies were designed to understand why constraints fail to relate as expected to performance. Study 2 found support for the rater-bias hypothesis that raters take constraints into consideration when rating performance. Study 3 showed that constraints were both a challenge and a hindrance, and the two components tend to cancel one another. Two important conclusions that arise are that the constraints-performance relationship observed in field studies using raters is an underestimate of the true relationship, and constraints are not simply a hindrance, but can have a challenging effect that enhances motivation, as well.