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Contextual performance

About: Contextual performance is a research topic. Over the lifetime, 3432 publications have been published within this topic receiving 204364 citations.


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Journal ArticleDOI
TL;DR: In this paper, a factor analysis of survey data from 127 employees' supervisors supported the distinction between in-role behaviors and two forms of OCBs, and hierarchical regression analysis found two job cognitions variables (intrinsic and extrinsic) to be differentially related to the two types OCB.

5,343 citations

Journal ArticleDOI
TL;DR: Meta-analytic results of the relationship of 4 traits--self-esteem, generalized self-efficacy, locus of control, and emotional stability (low neuroticism) with job satisfaction and job performance suggest that these traits are among the best dispositional predictors of job satisfactionand job performance.
Abstract: Recently, Judge, Locke, and Durham (1997) proposed a higher order construct they termed core self-evaluations or, more simply, positive self-concept. According to Judge et al. (1997), this construct is a broad dispositional trait that is indicated by four more specific traits—self-esteem, generalized self-efficacy, locus of control, and emotional stability (low neuroticism). The core selfevaluations construct was originally proposed as a potential explanatory variable in the dispositional source of job satisfaction. Subsequently, Judge and colleagues also have argued that the construct should be related to work motivation and, ultimately, to job performance (Judge, Erez, & Bono, 1998). Investigations of a link between core self-evaluations and job performance, however, are lacking. Despite a lack of studies linking the core self-evaluations factor to job satisfaction and, especially, to job performance, three of the core traits (self-esteem, locus of control, and emotional stability) appear to be the most widely studied personality traits in personality and applied psychology.1 Yet, with the exception of emotional stability and job performance, we have found no metaanalyses of the relationship between any of these traits with either job satisfaction or job performance.2 Thus, the purpose of the present study is to provide a quantitative review of the literature that examines the relationship of the four core self-evaluation traits with job satisfaction and job performance. This study determines whether general relationships exist and, if so, what the magnitudes of these relationships are. In the next section, we provide a brief review of the four traits and discuss the possible relationship of these traits with both job satisfaction and job performance.

3,197 citations

Journal ArticleDOI
TL;DR: In this paper, a study of 245 firefighters and their supervisors found that engagement mediates relationships between value congruence, perceived organizational support, and core self-evaluations, and two job performance dimensions: task performance and organizational citizenship behavior.
Abstract: We theorize that engagement, conceptualized as the investment of an individual’s complete self into a role, provides a more comprehensive explanation of relationships with performance than do well-known concepts that reflect narrower aspects of the individual’s self. Results of a study of 245 firefighters and their supervisors supported our hypotheses that engagement mediates relationships between value congruence, perceived organizational support, and core self-evaluations, and two job performance dimensions: task performance and organizational citizenship behavior. Job involvement, job satisfaction, and intrinsic motivation were included as mediators but did not exceed engagement in explaining relationships among the antecedents and performance outcomes.

2,837 citations

Journal ArticleDOI
TL;DR: In this paper, the authors developed a psychometrically sound and practically short EI measure that can be used in leadership and management studies, and provided exploratory evidence for the effects of the EI of both leaders and followers on job outcomes.
Abstract: Recently, increasing numbers of scholars have argued that emotional intelligence (EI) is a core variable that affects the performance of leaders. In this study, we develop a psychometrically sound and practically short EI measure that can be used in leadership and management studies. We also provide exploratory evidence for the effects of the EI of both leaders and followers on job outcomes. Applying Gross' emotion regulation model, we argue that the EI of leaders and followers should have positive effects on job performance and attitudes. We also propose that the emotional labor of the job moderates the EI–job outcome relationship. Our results show that the EI of followers affects job performance and job satisfaction, while the EI of leaders affects their satisfaction and extra-role behavior. For followers, the proposed interaction effects between EI and emotional labor on job performance, organizational commitment, and turnover intention are also supported.

2,787 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
202321
202237
202141
202048
201954
201869