Human Performance 

About: Human Performance is an academic journal published by Taylor & Francis. The journal publishes majorly in the area(s): Job performance & Personality. It has an ISSN identifier of 0895-9285. Over the lifetime, 665 publications have been published receiving 45011 citations.

Organizational Citizenship Behavior: It's Construct Clean-Up Time

Abstract: Accumulated empirical evidence, some telling criticisms, and even the most cursory glance at the business press compel us to rethink the defining character of organizational citizenship behavior (OCB). It no longer seems fruitful to regard OCB as extra-role, beyond the job, or unrewarded by the formal system. A more tenable position is one that defines OCB much along the lines of what Borman and Motowidlo (1993) called contextual performance. Some preliminary suggestions are offered for the repositioning and articulation of the OCB construct as redefined; due attention is given to the problems that nonetheless remain, and will occupy us for some time to come as we reckon with root changes in the very character of organizations.

Task Performance and Contextual Performance: The Meaning for Personnel Selection Research

Abstract: This article distinguishes between task and contextual activities, and a taxonomy of contextual performance containing elements of organizational citizenship behavior and prosocial organizational behavior is offered. Evidence is presented demonstrating that supervisors weight roughly equally subordinate task and contextual performance when making overall judgments of their performance. This, along with data showing that personality successfully predicts contextual performance, provides an alternative explanation for recent meta-analytic findings that personality correlates moderately with overall performance. Personality may be predicting the contextual component of overall performance. Results from studies using the Hogan Personality Inventory confirm that correlations between personality and contextual criteria are higher than correlations between personality and overall performance. We argue that finding such links between predictors and individual criterion elements significantly advances the science ...

A Theory of Individual Differences in Task and Contextual Performance

Abstract: This article describes a theory of job performance that assumes that job performance is behavioral, episodic, evaluative, and multidimensional. It defines job performance as the aggregated value to the organization of the discrete behavioral episodes that an individual performs over a standard interval of time. It uses the distinction between task and contextual performance to begin to identify and define underlying dimen- sions of the behavioral episodes that make up the performance domain. The theory predicts that individual differences in personality and cognitive ability variables, in combination with learning experiences, lead to variability in knowledge, skills, and work habits that mediate effects of personality and cognitive ability on job perform- ance. An especially important aspect of this theory is that it predicts that the kinds of knowledge, skills, work habits, and traits that are associated with task performance are different from the kinds that are associated with contextual performance.

Impact of organizational citizenship behavior on organizational performance: a review and suggestions for future research

Abstract: Despite. the widespread interest in the topic of organizational citizenship behaviors (OCBs), little empirical research has tested the fundamental assumption that these forms of behavior improve the effectiveness of work groups or organizations. This article examines the assumption that OCBs improve the effectiveness of work groups or organizations in which they are exhibited. First, several theoretical and conceptua1 explanations of why OCBs may improve organizational effectiveness are provided. Following this, a review of the available empirical evidence is provided. The results of this review indicate that OCBs make important contributions to the variance in organizational effectiveness, although helping behavior tends to have more system- atic effects than either sportsmanship or civic virtue. Finally, the implications of these findings for future research are discussed.

Five-Factor Model of personality and Performance in Jobs Involving Interpersonal Interactions

Abstract: In this article, the results of a meta-analysis that investigates the degree to which dimensions of the Five-Factor Model (FFM) of personality are related to performance in jobs involving interpersonal interactions are reported. The article also investigates whether the nature of the interactions with others moderates the personality-performance relations. The meta-analysis was based on 11 studies (total N = 1,586). each of which assessed the FFM at the construct level using the Personal Characteristics Inventory. Results support the hypothesis that Conscientiousness, Agreeableness, and Emotional Stability are positively related to performance in jobs involving interpersonal interactions. Results also support the hypothesis that Emotional Stability and Agreeableness are more strongly related to performance in jobs that involve team- work (where employees interact interdependently with coworkers), than in those that involve dyadic interactions with others (where employees provide a direct service to custom...