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Employee performance – ‘behaviours and actions that support organisational goals’ (Campbell 1990:67) – matters for both individuals and organisations. High-performing individuals are rewarded with bonuses and advancement opportunities, whereas organisations gain a competitive advantage and higher financial returns (Yeshitila & Beyene 2019). Information technology (IT) professionals are particularly under pressure to perform because of the expectations resulting from the digitisation and automation of work (i.e. fourth industrial revolution) (Van Zyl et al. 2019). Consequently, organisations are interested in ways to improve their (IT) employees’ performance and often rely on the results of empirical investigations to make decisions relating to performance improvement (Koopmans et al. 2011, 2015). Reliable and valid research results are needed for organisational decision-making and can mainly be ensured through the use of psychometrically sound measuring instruments in investigations (see Ramos-Villagrasa et al. 2019).

The performance measurement conundrum: Construct validity of the Individual Work Performance Questionnaire in South Africa