Person–Organization Fit and Contextual Performance: Do Shared Values Matter

Working in the sky: A diary study on work engagement among flight attendants.

“…General Extra-Role Performance was also assessed with three items of Goodman and Svyantek's (1999) instrument (e.g., "I willingly attend functions not required by the organization, but help in its overall image"; ␣ ϭ .69). The same answer categories as for in-role performance were used.…”

Using the job demands‐resources model to predict burnout and performance

“…For instance, Wayne, Shore, and Liden (1997) showed that perceived organizational support predicted citizenship behavior, which included helping one another and helping new colleagues to orient and so take over for the manager. In addition, as Goodman and Svyantek (1999) claim, contextual or extrarole performance derives from the psychological contract between employees and organization. The psychological contract prescribes the manner in which organizations reward employees for extra effort above their task performance (Makin, Cooper, & Cox, 1996).…”

“…The psychological contract prescribes the manner in which organizations reward employees for extra effort above their task performance (Makin, Cooper, & Cox, 1996). It establishes reciprocity rules showing how employees' extra effort is rewarded by the organization (Goodman & Svyantek, 1999). However, when organizations do not provide or reward employees with job resources, the long-term consequence is withdrawal from work, and reduced motivation and commitment (Bakker, Demerouti, De Boer et al, 2003a;Demerouti et al, 2001), and this takes away one of the primary mechanisms by which extra-role performance is supported by the organization (Goodman & Svyantek, 1999).…”

“…It establishes reciprocity rules showing how employees' extra effort is rewarded by the organization (Goodman & Svyantek, 1999). However, when organizations do not provide or reward employees with job resources, the long-term consequence is withdrawal from work, and reduced motivation and commitment (Bakker, Demerouti, De Boer et al, 2003a;Demerouti et al, 2001), and this takes away one of the primary mechanisms by which extra-role performance is supported by the organization (Goodman & Svyantek, 1999). We believe that in such a situation a reduction of motivation or withdrawal from work can be an important self-protection mechanism that may prevent the future frustration of not obtaining work-related goals (cf.…”

“…Antonovsky, 1987;Hackman & Oldham, 1976) or of not being rewarded for extra effort above task performance (cf. Goodman & Svyantek, 1999).…”