Development of an individual work performance questionnaire

Abstract

PurposeThe purpose of the current study is to develop a generic and short questionnaire to measure work performance at the individual level – the Individual Work Performance Questionnaire (IWPQ). The IWPQ was based on a four‐dimensional conceptual framework, in which individual work performance consisted of task performance, contextual performance, adaptive performance, and counterproductive work behavior.Design/methodology/approachAfter pilot‐testing, the 47‐item IWPQ was field‐tested amongst a representative sample of 1,181 Dutch blue, pink, and white collar workers. Factor analysis was used to examine whether the four‐dimensional conceptual framework could be confirmed. Rasch analysis was used to examine the functioning of the items in more detail. Finally, it was examined whether generic scales could be constructed.FindingsA generic, three‐dimensional conceptual framework was identified, in which individual work performance consisted of task performance, contextual performance, and counterproductive work behavior. Generic, short scales could be constructed that fitted the Rasch model.Research limitations/implicationsA generic, short questionnaire can be used to measure individual work performance across occupational sectors. In future versions of the IWPQ, more difficult items should be added to improve discriminative ability at the high ranges of the scale.Originality/valueThis study shows that, using Rasch analysis, a generic and short questionnaire can be used to measure individual work performance.

Examining the link between HRM Practices and Employees’ performance in Nigerian public sector

“…For the purpose of this study, three dimensions of employee performance that enhance organizational effectiveness are considered. They include: task performance, contextual performance and adaptive performance (Allworth & Hesketh, 1999;Borman & Motowidlo, 1993;Koopmans et al, 2012). Task performance is defined by Borman and Motowidlo, (1993) 'as the effectiveness with which employee (job incumbents) perform activities or behaviors that contribute towards achieving the organization's technical core (objectives) either directly by carrying out a part of its technological process, or through indirect ways by providing the needed services or materials.…”

“…Contextual performance is operationalized as the behavior of employees that are outside job description but enhances the organizational effectiveness. We measured contextual performance with 16 items adapted from Motowidlo and Van Scotter (1994), To measure adaptive performance, 8 items developed by Koopmans et al (2012) were adapted. Adaptive performance is operationalized as the extent to which an individual employee behavior adapt to the different changes in the work environment (Koopmans et al, 2012).…”

Akademisyenlerin algıladıkları kurumsal imaj ile iş performansı arasındaki ilişkide örgütsel sinizmin düzenleyici rolü

“…Görev performansını tanımlayan ilgili davranışlar, yaptıkları görevlerin miktarı, kalitesi, beceri ve işle ilgili bilgileri içermektedir (Koopmans, Bernaards, Hildebrandt, van Buuren, van der Beek, ve de Vet, 2012). Borman ve Motowidlo (1997) bağlamsal performansı görev performansını destekleyen örgütsel, sosyal ve psikolojik davranış kalıpları olarak tanımlamışlardır.…”

Giving Work a Rain Check: Relationship Between Soldiering and Positive Work Outcomes Within the Job Demands-Resources Model

“…Finally, task performance (behaviours aimed at fulfilling job role responsibilities) and contextual performance (behaviours supporting the social environment of the workplace) will be assessed through the Individual Work Performance Questionnaire (IWPQ; Koopmans et al, 2012). Compared to traditional measures that focus exclusively on task performance, the IWP framework will allow this research to evaluate the effect of soldiering on a wider range of workplace behaviours.…”