John P Campbell

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Currently, my research activities are focused on the systematic modeling of the substantive latent structure of occupational performance and its determinants. We have proposed, and continue to refine, an eight factor model of performance that can be used to characterize individual performance in virtually all work roles and across functional areas and organizational levels. We have developed and tested substantive models for customer service, for team member performance, and for the ability versus training and experience determinants of high level technical expertise. Currently, we are investigating the dimensionality of ethical performance. These efforts are built on a fundamental belief that individual performance at work is the most critical dependent variable in applied psychology and modeling the latent structure of performance is at least as important as specifying the latent structure of cognitive ability or personality. Related projects concern the development of occupational classification structures for purposes of career exploration and job seeking, and using the U.S. Department of Labor's Occupational Information Network (O*NET) to further model the determinants of performance.

Educational Background & Specialties

Educational Background

  • Ph.D.: University of Minnesota, 1964.
  • M.S.: Iowa State University, Iowa, 1960.
  • B.S.: Iowa State University, Iowa, 1959.


  • industrial psychology
  • industrial training and development
  • occupational analysis
  • occupational performance
  • organizational psychology
  • performance modeling
  • prediction and selection models
Courses Taught
  • As of May 27, 2016: Professor Emeritus
  • VanIddekinge, C., Campbell, J.P., Putka, D. (2011). Reconsidering Vocational Interests for Personnel Selection: The Validity of an Interest-based Selection Test in Relation to Job Knowledge, Job Performance and Continuance Intentions. Journal of Applied Psychology, 96, 13-33.
  • Campbell, John P (2010). Individual occupational performance: The blood supply of our work life. In M.A. Gernsbacher, R.W. Pew, L. Hough, & J.R. Pomerantz (Eds.). Psychology and the real world: Essays illustrating fundamental contributions to society. New York: Worth Publishers.
  • Campbell, J.P. & Knapp, D.J. (2010). Project A: 12 years of R & D. In J.Farr & N. Tippens (Ed.). Handbook of Employee Selection,
  • Benson, M.J. & Campbell, J.P. (2007). To be, or not to be linear: An expanded representation of personality and its relationship to leadership performance. International Journal of Selection and Assessment, 15, 232-249.
  • Campbell, J. P., Kuncel, N. R., & Kostal, R. (In press). Learning and training in organizations. In N. Anderson, D. S. Ones, H. K. Sinangil, & C. Viswesvaran (Eds.), Handbook of work and organizational psychology (2nd Ed.),
  • Campbell, J.P. (2012). Leadership: the old, the new, and the timeless. In M. Rumsey (Ed). The Oxford Handbook of Leadership (401-422) New York: Oxford.
  • Campbell, J.P. (2012). Behavior, performance, and effectiveness in the 21st century. In S. Kozloski (Ed.) The Oxford Handbook of Organizational Psychology (159-195) New York: Oxford.
  • Campbell, J.P. & Wiernik, B.M. (2015). The modeling and assessment of work performance. Annual Review of Organizational Psychology and Organizational Behavior, 2(19), 1-28.