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

doi:10.1037/0021-9010.81.5.525

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

Journal Article•DOI•

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

James R. Van Scotter¹, Stephan J. Motowidlo•Institutions (1)

Air Force Institute of Technology¹

01 Oct 1996-Journal of Applied Psychology (American Psychological Association)-Vol. 81, Iss: 5, pp 525-531

TL;DR: In this paper, the authors attempt to refine the construct of contextual performance by dividing it into two narrower constructs, interpersonal facilitation and job dedication, and suggest the need to redefine task performance to include motivational elements of job dedication.

read less

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.

...read moreread less

Citations

PDF

Open Access

More filters

Journal Article•DOI•

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

[...]

Philip M. Podsakoff¹, Scott B. MacKenzie¹, Julie Beth Paine¹, Daniel G. Bachrach¹•Institutions (1)

Indiana University¹

01 Jun 2000-Journal of Management

TL;DR: 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.

...read moreread less

5,183 citations

Cites background or methods from "Interpersonal facilitation and job ..."

...…questions, other research (cf. MacKenzie et al., 1991, 1993; MacKenzie et al., 1999; Motowidlo & Van Scotter, 1994; Podsakoff & MacKenzie, 1994; Van Scotter & Motowidlo, 1996; Werner, 1994) has demonstrated that when managers are asked to judge the performance of their subordinates, they…...
[...]
...Continued Williams & Anderson (1991) George & Brief (1992); George & Jones (1997) Borman & Motowidlo (1993, 1997) Van Scotter & Motowidlo (1996) Developing Oneself—includes all the steps that workers take to voluntarily improve their knowledge, skills, and abilities so as to be better able to…...
[...]
...JOURNAL OF MANAGEMENT, VOL. 26, NO. 3, 2000 Continued Williams & Anderson (1991) George & Brief (1992); George & Jones (1997) Borman & Motowidlo (1993, 1997) Van Scotter & Motowidlo (1996) Making Constructive Suggestions— includes all voluntary acts of creativity and innovation in organizations....
[...]
...…with enthusiasm and volunteering to carry out task activities constructs (Borman & Motowidlo, 1993, 1997), Morrison and Phelps’ taking charge at work construct (Morrison & Phelps, 1999), and some aspects of Van Scotter and Motowidlo’s job dedication construct (Van Scotter & Motowidlo, 1996)....
[...]
...…Work Performance Dimensions Williams & Anderson (1991) George & Brief (1992); George & Jones (1997) Borman & Motowidlo (1993, 1997) Van Scotter & Motowidlo (1996) OCB-I—behaviors that immediately benefit specific individuals and indirectly through this means contribute to the…...
[...]

Journal Article•DOI•

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

[...]

Michael E. Brown¹, Linda Klebe Treviño¹, David A. Harrison¹•Institutions (1)

Pennsylvania State University¹

01 Jul 2005-Organizational Behavior and Human Decision Processes

TL;DR: In this paper, social learning theory is used as a theoretical basis for understanding ethical leadership and a constitutive definition of the ethical leadership construct is proposed. But, little empirical research focuses on an ethical dimension of leadership.

...read moreread less

3,547 citations

Cites background from "Interpersonal facilitation and job ..."

...Thus, we propose that followers of an ethical leader will be willing to put extra eVort into their work, or as Van Scotter and Motowidlo (1996) have termed it, job dedication....
[...]

Journal Article•DOI•

The Meaning of Employee Engagement

[...]

William H. Macey, Benjamin Schneider¹•Institutions (1)

University of Maryland, College Park¹

01 Mar 2008-Industrial and Organizational Psychology

TL;DR: In this paper, the meaning of employee engagement is ambiguous among both academic researchers and among practitioners who use it in conversations with clients, and they show that the term is used at different times to refer to psychological states, traits and behaviors as well as their antecedents and outcomes.

...read moreread less

Abstract: The meaning of employee engagement is ambiguous among both academic researchers and among practitioners who use it in conversations with clients. We show that the term is used at different times to refer to psychological states, traits, and behaviors as well as their antecedents and outcomes. Drawing on diverse relevant literatures, we offer a series of propositions about (a) psychological state engagement; (b) behavioral engagement; and (c) trait engagement. In addition, we offer propositions regarding the effects of job attributes and leadership as main effects on state and behavioral engagement and as moderators of the relationships among the 3 facets of engagement. We conclude with thoughts about the measurement of the 3 facets of engagement and potential antecedents, especially measurement via employee surveys.

...read moreread less

2,742 citations

Cites background from "Interpersonal facilitation and job ..."

...Van Scotter and Motowidlo (1996) measured job dedication, a higher order dimension of OCB, by gathering supervisory ratings of employees putting in extra time and effort as well as demonstrating persistence and initiative....
[...]
...…of employee engagement (e.g., ‘‘going the extra mile’’) and distinct from the notion of simply raised levels of job facet performance, functional participation (Van Dyne, Graham, & Dienesch, 1994), self-discipline (Van Scotter & Motowidlo, 1996), or generalized compliance (LePine et al., 2002)....
[...]

Journal Article•DOI•

What Reviewers Should Expect from Authors Regarding Common Method Bias in Organizational Research

[...]

James M. Conway¹, Charles E. Lance²•Institutions (2)

Central Connecticut State University¹, University of Georgia²

22 May 2010-Journal of Business and Psychology

TL;DR: The authors argue that journal reviewers (as well as editors and dissertation or thesis committee members) have to some extent perpetuated misconceptions about common method bias in self-report measures, including (a) relationships between self-reported variables are necessarily and routinely upwardly biased, (b) other-reports (or other methods) are superior to self-reports, and (c) rating sources (e.g., self, other) constitute measurement methods.

...read moreread less

Abstract: We believe that journal reviewers (as well as editors and dissertation or thesis committee members) have to some extent perpetuated misconceptions about common method bias in self-report measures, including (a) that relationships between self-reported variables are necessarily and routinely upwardly biased, (b) other-reports (or other methods) are superior to self-reports, and (c) rating sources (e.g., self, other) constitute measurement methods. We argue against these misconceptions and make recommendations for what reviewers (and others) should reasonably expect from authors regarding common method bias. We believe it is reasonable to expect (a) an argument for why self-reports are appropriate, (b) construct validity evidence, (c) lack of overlap in items for different constructs, and (d) evidence that authors took proactive design steps to mitigate threats of method effects. We specifically do not recommend post hoc statistical control strategies; while some statistical strategies are promising, all have significant drawbacks and some have shown poor empirical results.

...read moreread less

1,916 citations

Journal Article•DOI•

The nature and dimensionality of organizational citizenship behavior: a critical review and meta-analysis.

[...]

Jeffrey A. LePine¹, Amir Erez, Diane E. Johnson•Institutions (1)

College of Business Administration¹

01 Feb 2002-Journal of Applied Psychology

TL;DR: Using meta-analysis, the authors demonstrate that there are strong relationships among most of the dimensions and that the dimensions have equivalent relationships with the predictors most often considered by OCB scholars.

...read moreread less

Abstract: This article reviews the literature on organizational citizenship behavior (OCB) and its dimensions as proposed by D. W. Organ (1988) and other scholars. Although it is assumed that the behavioral dimensions of OCB are distinct from one another, past research has not assessed this assumption beyond factor analysis. Using meta-analysis, the authors demonstrate that there are strong relationships among most of the dimensions and that the dimensions have equivalent relationships with the predictors (job satisfaction, organizational commitment, fairness, trait conscientiousness, and leader support) most often considered by OCB scholars. Implications of these results are discussed with respect to how the OCB construct should be conceptualized and measured in the future.

...read moreread less

1,864 citations

1
2
3
4
…
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
136
137
138
139
140
141
142
143
144
145
146
147
148
149
150
151
152
153
154
155
156
157
158
159
160
161
162
163
164
165
166
167
168
169
170
171
172
173
174
175
176
177
178
179
180
181
182
183
184
185
186
187
188
189
190
191
192
193
194
195
196
197
198
199
200

Collapse

References

PDF

Open Access

More filters

Journal Article•DOI•

Development and validation of brief measures of positive and negative affect: The PANAS scales.

[...]

David Watson¹, Lee Anna Clark, Auke Tellegen•Institutions (1)

Southern Methodist University¹

30 May 1988-Journal of Personality and Social Psychology

TL;DR: Two 10-item mood scales that comprise the Positive and Negative Affect Schedule (PANAS) are developed and are shown to be highly internally consistent, largely uncorrelated, and stable at appropriate levels over a 2-month time period.

...read moreread less

Abstract: In recent studies of the structure of affect, positive and negative affect have consistently emerged as two dominant and relatively independent dimensions. A number of mood scales have been created to measure these factors; however, many existing measures are inadequate, showing low reliability or poor convergent or discriminant validity. To fill the need for reliable and valid Positive Affect and Negative Affect scales that are also brief and easy to administer, we developed two 10-item mood scales that comprise the Positive and Negative Affect Schedule (PANAS). The scales are shown to be highly internally consistent, largely uncorrelated, and stable at appropriate levels over a 2-month time period. Normative data and factorial and external evidence of convergent and discriminant validity for the scales are also presented.

...read moreread less

34,482 citations

Journal Article•DOI•

Intraclass correlations: uses in assessing rater reliability.

[...]

Patrick E. Shrout¹, Joseph L. Fleiss•Institutions (1)

Columbia University¹

01 Mar 1979-Psychological Bulletin

TL;DR: In this article, the authors present guidelines for choosing among six different forms of the intraclass correlation for reliability studies in which n target are rated by k judges, and the confidence intervals for each of the forms are reviewed.

...read moreread less

Abstract: Reliability coefficients often take the form of intraclass correlation coefficients. In this article, guidelines are given for choosing among six different forms of the intraclass correlation for reliability studies in which n target are rated by k judges. Relevant to the choice of the coefficient are the appropriate statistical model for the reliability and the application to be made of the reliability results. Confidence intervals for each of the forms are reviewed.

...read moreread less

21,185 citations

Book•

The Social Psychology of Organizations

[...]

Daniel Katz, Robert L. Kahn

01 Jan 1966

11,374 citations

"Interpersonal facilitation and job ..." refers background in this paper

...Katz and Kahn (1978)argued that such behaviors are essential to organizational survival and success....
[...]

Book•

Organizations in Action

[...]

James D. Thompson

01 Jan 1967

11,087 citations

Journal Article•DOI•

The big five personality dimensions and job performance: a meta-analysis

[...]

Murray R. Barrick¹, Michael K. Mount¹•Institutions (1)

University of Iowa¹

01 Mar 1991-Personnel Psychology

TL;DR: In this article, the authors investigated the relation of the Big Five personality dimensions (extraversion, emotional stability, Agreeableness, Conscientiousness, and Openness to Experience) to three job performance criteria (job proficiency, training proficiency, and personnel data) for five occupational groups (professionals, police, managers, sales, and skilled/semi-skilled).

...read moreread less

Abstract: This study investigated the relation of the “Big Five” personality dimensions (Extraversion, Emotional Stability, Agreeableness, Conscientiousness, and Openness to Experience) to three job performance criteria (job proficiency, training proficiency, and personnel data) for five occupational groups (professionals, police, managers, sales, and skilled/semi-skilled). Results indicated that one dimension of personality, Conscientiousness, showed consistent relations with all job performance criteria for all occupational groups. For the remaining personality dimensions, the estimated true score correlations varied by occupational group and criterion type. Extraversion was a valid predictor for two occupations involving social interaction, managers and sales (across criterion types). Also, both Openness to Experience and Extraversion were valid predictors of the training proficiency criterion (across occupations). Other personality dimensions were also found to be valid predictors for some occupations and some criterion types, but the magnitude of the estimated true score correlations was small (ρ < .10). Overall, the results illustrate the benefits of using the 5-factor model of personality to accumulate and communicate empirical findings. The findings have numerous implications for research and practice in personnel psychology, especially in the subfields of personnel selection, training and development, and performance appraisal.

...read moreread less

8,018 citations