Relationships of Task Performance and Contextual Performance with Turnover, Job Satisfaction, and Affective Commitment
TL;DR: In this paper, 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 for two consecutive years.
About: This article is published in Human Resource Management Review.The article was published on 2000-03-01. It has received 244 citations till now. The article focuses on the topics: Contextual performance & Job performance.
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TL;DR: Results indicated that OCBs are related to a number of individual-level outcomes, including managerial ratings of employee performance, reward allocation decisions, and a variety of withdrawal-related criteria, and some evidence that O CBs are causally related to these criteria is provided.
Abstract: Although one of the main reasons for the interest in organizational citizenship behaviors (OCBs) is the potential consequences of these behaviors, no study has been reported that summarizes the research regarding the relationships between OCBs and their outcomes. Therefore, the purpose of this study is to provide a meta-analytic examination of the relationships between OCBs and a variety of individual- and organizational-level outcomes. Results, based on 168 independent samples (N 51,235 individuals), indicated that OCBs are related to a number of individual-level outcomes, including managerial ratings of employee performance, reward allocation decisions, and a variety of withdrawal-related criteria (e.g., employee turnover intentions, actual turnover, and absenteeism). In addition, OCBs were found to be related (k 38; N 3,611 units) to a number of organizational-level outcomes (e.g., productivity, efficiency, reduced costs, customer satisfaction, and unit-level turnover). Of interest, somewhat stronger relationships were observed between OCBs and unit-level performance measures in longitudinal studies than in cross-sectional studies, providing some evidence that OCBs are causally related to these criteria. The implications of these findings for both researchers and practitioners are discussed.
1,847 citations
03 Feb 2004
TL;DR: A review of the influence of group goals on group performance can be found in this article, where the authors discuss the role of cross-cognitive and affective factors in work motivation.
Abstract: Part One: Initial Considerations Chapter 1: Motivation in Organizations Mitchell, Terence R., and Daniels, Denise. Observation and Commentary on Recent Research in Work Motivation. Chapter 2: Conceptual Approaches to Motivation at Work Ryan, Richard M., and Deci, Edward L. 2000. Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1): 68-78. Mowday, Richard, and Colwell, Kenneth A. Employee reactions to unfair outcomes in the workplace: The contributions of Adams' equity theory to understanding work motivation. Cropanzano, Russell, and Rupp, Deborah. An overview of organizational justice: Implications for work motivation. Komaki, Judith. Reinforcement theory at work: Enhancing and explaining what employees do. Locke, Edwin A. 1996. Motivation through conscious goal setting. Applied and Preventive Psychology, 5: 117-124. Stajkovic, Alexander D., and Luthans, Fred. Social cognitive theory and self-efficacy: Implications for motivation theory and practice. Part Two: Central Issues in Motivation at Work Chapter 3: The Role of Cognitions, Beliefs, and Attitudes in Motivation Staw, Barry M. 1986. Organizational psychology and the pursuit of the happy/productive worker. California Management Review, 28(4): 40-53. Rousseau, Denise M., and Tijoriwala, Snehal A. 1999. What's a good reason to change? Motivated reasoning and social accounts in promoting organizational change. Journal of Applied Psychology, 84(4): 514-528. Luthans, Fred. Positive Organizational Behavior: Implications for Leadership and HR Development and Motivation. Chapter 4: The Role of Goals and Intentions in Motivation Klein, Howard J., Wesson, Michael J., Hollenbeck, John R., and Alge, Bradley J. 1999. Goal commitment and the goal-setting process: Conceptual clarification and empirical synthesis. Journal of Applied Psychology, 6: 885-896. O'Leary-Kelly, Anne M., Martocchio, Joseph J., and Frink, Dwight D. 1994. A review of the influence of group goals on group performance. Academy of Management Journal, 37(5): 1285-1301. Crown, Deborah F., and Rosse, Joseph G. 1995. Yours, mine, and ours: Facilitating group productivity through the integration of individual and group goals. Organizational Behavior and Human Decision Processes, 64(2): 138-150. Chapter 5: The Role of Affect in Motivation Raghunathan, Rajagopal, and Pham, Michel T. 1999. All negative moods are not equal: Motivational influences of anxiety and sadness on decision-making. Organizational Behavior and Human Decision Processes, 79(1): 56-77. Venkatesh, Viswanath, and Speier, Cheri. 1999. Computer technology training in the workplace: A longitudinal investigation of the effect of mood. Organizational Behavior and Human Decision Processes, 79(1): 1-28. Chapter 6: The Role of Social Influences in Motivation Porter, Lyman W., Lawler, Edward E. III, and Hackman, J. Richard. 1975. Ways groups influence individual effectiveness. (Holdover from previous edition) Vardi, Yoav and Wiener, Yoash. 1996. Misbehavior in organizations: A motivational framework. Organization Science, 7(2): 151-165. Whyte, Glen. 1998. Recasting Janis's groupthink model: The key role of collective efficacy in decision fiascoes. Organizational Behavior and Human Decision Processes, 73(2/3): 185-209. Chapter 7: The Role of Cross-Cultural Influences in Work Motivation Hofstede, G. 1993. Cultural constraints in management theories. Academy of Management Executive, 7(1): 81-94. Sanchez-Runde, Carlos J., and Steers, Richard M. Cultural influences on work motivation and performance. Frese, Michael, Kring, Wolfgang, Soos, Andrea, Zempel, Jeannette. 1996. Personal initiative at work: Differences between east and west Germany. Academy of Management Journal, 39(1): 37-63. Meek, Christopher B. 1999. Ganbatte: Understanding the Japanese employee. Business Horizons, January-February, 27-36. Chapter 8: The Role of Individual Differences in Motivation O'Reilly, Charles A. III and Chatman, Jennifer A. 1994. Working smarter and harder: A longitudinal study of managerial success. Administrative Science Quarterly, 39: 603-627. Pilegge, Anthony J. and Holtz, Rolf. 1997. The effects of social identity on the self-set goals and task performance of high and low self-esteem individuals. Organizational Behavior and Human Decision Processes, 70(1): 17-26. Part Three: Applications of Motivational Approaches Chapter 9: Rewards Lawler, Edward L. 1987. The design of effective reward systems. In J. W. Lorsch (ed.), Handbook of Organizational Behavior. Englewood Cliffs, NJ: Prentice Hall, pp, 25-271. Kerr, Steven. 1995. On the folly of rewarding A, while hoping for B. Academy of Management Executive, 9(1): 7-14. Pearce, Jone L. 1987. Why merit pay doesn't work: Implications from organizational theory. In D. B. Balkin and L. R. Gomez-Mejia (eds.), New Perspectives on Compensation, pp. 169-178. Pfeffer, Jeffrey. 1998. Six dangerous myths about pay. Harvard Business Review, May-June, 109-119. Duncan, W. Jack. 2001. Stock ownership and work motivation. Organizational Dynamics, 30(1): 1-11. Chapter 10: Punishment George, Jennifer M. 1995. Asymmetrical effects of rewards and punishments: the case of social loafing. Journal of Occupational and Organizational Psychology, 68: 327-338. Butterfield, Kenneth D., Trevino, Linda K., and Ball, Gail A. 1996. Punishment from the manager's perspective: A grounded investigation and inductive model. Academy of Management Journal, 39(6): 1479-1512. Chapter 11: Motivating Creativity aand Innovation Amabile, Teresa. 1997. Motivating creativity in organizations: On doing what you love and loving what you do. California Management Review, 40(1): 39-58. Cummings, Anne and Oldham, Greg R. 1997. Enhancing creativity: Managing work contexts for the high potential employee. 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1,214 citations
TL;DR: This paper examined the effects of transformational and transactional leadership on teachers' job satisfaction, organizational commitment, and organizational citizenship behavior in the context of schools in a specific developing country context, that of Tanzania.
Abstract: This article examines the effects of transformational and transactional leadership on teachers' job satisfaction, organizational commitment, and organizational citizenship behavior in the context of schools in a specific developing country context, that of Tanzania. It does so by testing a model of such effects using a set of data collected from a sample of Tanzanian primary school teachers. Regression analyses show transformational leadership dimensions to have strong effects on teachers' job satisfaction, organizational commitment, and organizational citizenship behavior. Transformational leadership had significant add-on effects to transactional leadership in prediction of job satisfaction, organizational commitment, and organizational citizenship behavior. Job satisfaction appears to be a mediator of the effects of transformational leadership on teachers' organizational commitment and organizational citizenship behavior. Implications and directions for future research are discussed.
665 citations
Cites background or methods from "Relationships of Task Performance a..."
...However, in a few studies, organizational citizenship behavior has been studied as an antecedent to job satisfaction and organizational commitment (Van Scotter, 2000)....
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...The OCQ has been widely used in research studies of organizational commitment (Arnold, Cooper, & Robertson, 1998; Dee, Henkin, & Duemer, 2003; Reyes & Imber, 1992; Scandura & Lankau, 1997; Van Scotter, 2000)....
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...However, other researchers have advanced alternative arguments and therefore consider organizational commitment as an antecedent to job satisfaction (Bateman & Strasser, 1984; Vandenberg & Lance, 1992)....
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...Most of the research has studied job satisfaction as an antecedent to organizational commitment (Koch & Steers, 1978; Mathieu & Zajac, 1990; Porter et al., 1974; Vandenberg & Lance, 1992) and organizational citizenship behavior (Bateman & Organ, 1983; Podsakoff et al., 1990; Schnake, 1991; Smith et al., 1983)....
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...However, in a few studies, organizational citizenship behavior has been studied as an antecedent to job satisfaction and organizational commitment (Van Scotter, 2000 )....
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TL;DR: The authors found that job involvement, when assessed with a recently published measure, is a significant predictor of supervisor ratings of organizational citizenship behaviors (OCB) and in-role performance, controlling for work centrality and other individual difference variables.
Abstract: A recent meta-analysis by Brown (1996) concluded that job involvement was unrelated to job performance. The present investigation proposed that the null findings reported in this meta-analysis stem from the choice of performance criteria and the use of job involvement measures that are confounded with work centrality in the primary studies included in the meta-analysis. The current study found that job involvement, when assessed with a recently published measure (Paullay et al., 1994), is a significant predictor of supervisor ratings of organizational citizenship behaviors (OCB) and in-role performance, controlling for work centrality and other individual difference variables. Consistent with recent findings, there is evidence that sex moderates some of the job involvement and OCB relationships, with females having a stronger, positive relationship between these constructs than males. Copyright © 2001 John Wiley & Sons, Ltd.
437 citations
TL;DR: In this paper, the authors examine some basic issues that might pose conceptual challenges in applying ideas related to contextual performance and organizational citizenship behavior to human resource management, and explore the consequences of behavioral patterns connoted by these terms for organizational effectiveness and individual motivation, job satisfaction, and commitment.
293 citations
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Book•
17 Sep 2013
4,718 citations
TL;DR: A study of 422 employees and their supervisors from 58 departments of two banks found that citizenship behavior includes at least two separate dimensions Altruism, or helping specific persons, and Generalized Compliance, a more impersonal form of conscientious citizenship.
Abstract: It is argued here that a category of performance called citizenship behavior is important in organizations and not easily explained by the same incentives that induce entry, conformity to contractual role prescriptions, or high production A study of 422 employees and their supervisors from 58 departments of two banks sought to elaborate on the nature and predictors of citizenship behavior Results suggest that citizenship behavior includes at least two separate dimensions Altruism, or helping specific persons, and Generalized Compliance, a more impersonal form of conscientious citizenship Job satisfaction, as a measure of chronic mood state, showed a direct predictive path to Altruism but not Generalized Compliance Rural background had direct effects on both dimensions of citizenship behavior The predictive power of other variables (e g , leader supportiveness as assessed independently by co-workers, personality measures) varied across the two dimensions of citizenship behavior
3,135 citations
TL;DR: A quantitative review of 55 studies supports the conclusion that job attitudes are robust predictors of organizational citizenship behavior (OCB) as discussed by the authors, and the relationship between job satisfaction and OCB is stronger than that between satisfaction and in-role performance, at least among nonmanagerial and nonprofessional groups.
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.
3,118 citations
"Relationships of Task Performance a..." refers background in this paper
...In a recent meta-analysis, Organ and Ryan (1995) found an average corrected correlation of r = .28 (N = 2,845) between job satisfaction and behaviors much like those that comprise contextual performance....
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...Podsakoff and MacKenzie (1997) suggested contextual performance increases employees' job satisfaction by making the work context more pleasant and supportive....
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01 Jan 1993
2,846 citations
"Relationships of Task Performance a..." refers background or methods in this paper
...Contextual performance by Borman and Motowidlo (1993) is the least restrictive of these constructs. It is based on the characteristics of the behaviors, without reference to role expectations, the actor's intentions, or the expected beneficiaries. For convenience, I will refer to all of them, generically, as contextual performance throughout the rest of this article. Recent studies (e.g., Borman et al., 1995; Motowidlo & Van Scotter, 1994; Van Scotter & Motowidlo, 1996) support the distinction between task performance and contextual performance made by Borman and Motowidlo (1993). When employees use technical skills and knowledge to produce goods or HUMAN RESOURCE MANAGEMENT REVIEW VOLUME 10, NUMBER 1, 2000 80...
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...Finding that task and contextual performance predict different outcomes supports the distinction Borman and Motowidlo (1993) made between task performance and contextual performance....
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...Recent studies (e.g., Borman et al., 1995; Motowidlo & Van Scotter, 1994; Van Scotter & Motowidlo, 1996) support the distinction between task performance and contextual performance made by Borman and Motowidlo (1993)....
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...As interest grows in the type of helpful, cooperative, and innovative job performance behavior that Borman and Motowidlo (1993) labeled as ``contextual performance,'' it becomes more important to understand its influence on organizational and individual outcomes....
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...In the 1992 study, contextual performance was measured by 16 items developed to tap the construct described by Borman and Motowidlo (1993): ``While performing his or her job, how likely is it that this person would: (a) comply with instructions even when supervisors are not present; (b) cooperate…...
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