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Individual performance is of high relevance for organizations and individuals alike. Showing high performance when accomplishing tasks results in satisfaction, feelings of selfefficacy and mastery (Bandura, 1997; Kanfer et al., 2005). Moreover, high performing individuals get promoted, awarded and honored. Career opportunities for individuals who perform well are much better than those of moderate or low performing individuals (Van Scotter et al., 2000).

This chapter summarizes research on individual performance and addresses performance as a multi-dimensional and dynamic concept. First, we define the concept of performance, next we discuss antecedents of between-individual variation of performance, and describe intraindividual change and variability in performance, and finally, we present a research agenda for future research.