James R. Van Scotter

Bio: James R. Van Scotter is an academic researcher from Louisiana State University. The author has contributed to research in topic(s): Job performance & Wrongdoing. The author has an hindex of 18, co-authored 34 publication(s) receiving 4456 citation(s). Previous affiliations of James R. Van Scotter include Air Force Institute of Technology & University of Colorado Boulder.

Evidence that task performance should be distinguished from contextual performance.

Abstract: This study tests the merit of the distinction made by W. C. Borman and S. J. Motowidlo (1993) between task performance and contextual performance. Supervisors rated 421 U.S. Air Force mechanics on their task performance, contextual performance, and overall performance. Data on length of air force experience, ability, training performance, and personality were also available for many of these mechanics. Results showed that both task performance and contextual performance contribute independently to overall performance. Experience is more highly correlated with task performance than with contextual performance, and personality variables are more highly correlated with contextual performance than with task performance. These results support the distinction between task performance and contextual performance and confirm that performance, at least as judged by supervisors, is multidimensional

Interpersonal facilitation and job dedication as separate facets of contextual performance.

Abstract: This study attempts to refine the construct of contextual performance by dividing it into 2 narrower constructs, interpersonal facilitation and job dedication. Supervisors rated 975 U.S. Air Force mechanics on at least 1 of 4 aspects of job performance (different supervisors rated each aspect of performance), and 515 of these mechanics also completed self-report individual difference measures. Correlations between performance ratings and individual difference variables support distinguishing task performance from interpersonal facilitation but not from job dedication. Thus this study suggests the need to redefine task performance to include motivational elements of job dedication. Then task performance would include task proficiency and motivation to perform one's own tasks effectively, and contextual performance would include interpersonal skills, the motivation to maintain good working relationships and help others perform their tasks.

Relationships of Task Performance and Contextual Performance with Turnover, Job Satisfaction, and Affective Commitment

Abstract: The effects of task performance and contextual performance on turnover, job satisfaction, and affective organizational commitment were examined for two samples of Air Force mechanics. Supervisor ratings of task performance and contextual performance were obtained in 1992 (N=419) for one sample and in 1993 for the second sample (N=991). In both samples, task performance and contextual performance predicted turnover and job satisfaction in 1996. Task performance predicted reenlistment eligibility and promotion eligibility in the 1992 sample, but only reenlistment eligibility in the 1993 sample. Contextual performance only predicted promotion eligibility in the 1992 sample, but predicted both outcomes in the 1993 sample. Results support the distinction between task performance and contextual performance.

Does Type of Wrongdoing Affect the Whistle-Blowing Process?

Abstract: We analyzed data from a survey of employees of a large military base in order to assess possible differences in the whistle-blowing process due to type of wrongdoing observed Employees who observed perceived wrongdoing involving mismanagement, sexual harassment, or unspecified legal violations were significantly more likely to report it than were employees who observed stealing, waste, safety problems, or discrimination Further, type of wrongdoing was significantly related to reasons given by employees who observed wrongdoing but did not report it, across all forms of wrongdoing However, the primary reason that observers did not report it was that they thought nothing could be done to rectify the situation Finally, type of wrongdoing was significantly related to the cost of the wrongdoing, the quality of the evidence about the wrongdoing, and the comprehensiveness of retaliation against the whistle-blower These findings suggest that type of wrongdoing makes a difference in the whistle-blowing process, and it should be examined in future research

Organizational Citizenship Behaviors: A Critical Review of the Theoretical and Empirical Literature and Suggestions for Future Research

Abstract: The rapid growth of research on organizational citizenship behaviors (OCBs) has resulted in some conceptual confusion about the nature of the construct, and made it difficult for all but the most avid readers to keep up with developments in this domain. This paper critically examines the literature on organizational citizenship behavior and other, related constructs. More specifically, it: (a) explores the conceptual similarities and differences between the various forms of “citizenship” behavior constructs identified in the literature; (b) summarizes the empirical findings of both the antecedents and consequences of OCBs; and (c) identifies several interesting directions for future research.

The job satisfaction-job performance relationship: a qualitative and quantitative review.

Abstract: A qualitative and quantitative review of the relationship between job satisfaction and job performance is provided. The qualitative review is organized around 7 models that characterize past research on the relationship between job satisfaction and job performance. Although some models have received more support than have others, research has not provided conclusive confirmation or disconfirmation of any model, partly because of a lack of assimilation and integration in the literature. Research devoted to testing these models waned following 2 meta-analyses of the job satisfaction-job performance relationship. Because of limitations in these prior analyses and the misinterpretation of their findings, a new meta-analysis was conducted on 312 samples with a combined N of 54,417. The mean true correlation between overall job satisfaction and job performance was estimated to be .30. In light of these results and the qualitative review, an agenda for future research on the satisfaction-performance relationship is provided.

A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship behavior

Abstract: A quantitative review of 55 studies supports the conclusion that job attitudes are robust predictors of organizational citizenship behavior (OCB). The relationship between job satisfaction and OCB is stronger than that between satisfaction and in-role performance, at least among nonmanagerial and nonprofessional groups. Other attitudinal measures (perceived fairness, organizational commitment, leader supportiveness) correlate with OCB at roughly the same level as satisfaction. Dispositional measures do not correlate nearly as well with OCB (with the exception of conscientiousness). The most notable moderator of these correlations appears to be the use of self- versus other-rating of OCB; self-ratings are associated with higher correlations, suggesting spurious inflation due to common method variance, and much greater variance in correlation. Differences in subject groups and work settings do not account for much variance in the relationships. Implications are noted for theory, practice, and strategies for future research on OCB.

Ethical leadership: A social learning perspective for construct development and testing

Abstract: Leaders should be a key source of ethical guidance for employees. Yet, little empirical research focuses on an ethical dimension of leadership. We propose social learning theory as a theoretical basis for understanding ethical leadership and oVer a constitutive deWnition of the ethical leadership construct. In seven interlocking studies, we investigate the viability and importance of this construct. We develop and test a new instrument to measure ethical leadership, examine the proposed connections of ethical leadership with other constructs in a nomological network, and demonstrate its predictive validity for important employee outcomes. SpeciWcally, ethical leadership is related to consideration behavior, honesty, trust in the leader, interactional fairness, socialized charismatic leadership (as measured by the idealized inXuence dimension of transformational leadership), and abusive supervision, but is not subsumed by any of these. Finally, ethical leadership predicts outcomes such as perceived eVectiveness of leaders, followers’ job satisfaction and dedication, and their willingness to report problems to management.