The Contribution of Task Performance and Contextual Performance to Effectiveness: Investigating the Role of Situational Constraints

Abstract

La performance aÁ la taà che et la performance contextuelle sont deux dimensions distinctes du comportement au travail qui peuvent contribuer inde pendamment aÁ des re sultats d'efficacite pour les organisations. La performance contextuelle est importante en ce qu'elle repre sente un type de comportement qui est largement sous le controà le motivationnel des l'individus. Peu de recherches se sont inte resse es aÁ la facË on dont l'opportunite aÁ s'engager dans un comportement pouvait etre contraint par des demandes relatives aÁ la situation. Cette e tude examine la contribution d'une performance aÁ la taà che et d'une performance contextuelle relatives aÁ l'efficacite du travail de controà leurs ae riens. La performance contextuelle est pre dite n'avoir d'efficacite que dans des conditions faciles. La performance aÁ la taà che est pre dite avoir de l'efficacite dans des conditions faciles ou difficiles. Les re sultats de cette e tude mettent en lumieÁ re l'importance qu'il y aÁ inclure des facteurs situationnels dans les modeÁ les de performance au travail et d'efficacite .Task performance and contextual performance are two distinct dimensions of behaviour at work that can contribute independently to effectiveness outcomes for organisations. Contextual performance is important because it represents a type of behaviour that is largely under the motivational control of individuals. Little research has addressed how the opportunity to engage in contextual behaviours might be constrained by situational demands. This study examined the contribution of task performance and contextual performance to effectiveness in the work of air traffic controllers. As predicted, task difficulty moderated the relationship between contextual performance and effectiveness. The results demonstrate that contextual performance does contribute to effectiveness in technical domains, such as air traffic control, and highlight the importance of assessing situational factors when assessing performance and effectiveness.

Aprendizagem de competências, suporte à transferência de aprendizagem e desempenho docente: evidências de validação de escala e teste de relações

“…Em nível de desempenho individual, a avaliação pode ser feita tanto pela expectativa de um comportamento futuro quanto pela observação de comportamentos no trabalho. Para avaliar o desempenho, é preciso levar em conta ainda que ele é resultado da combinação entre: características pessoais, competência individual e características contextuais, isto é, o desempenho depende do domínio da tarefa, da motivação para realizá-la e do suporte da organização (GRIFFIN; NEAL; NEALE, 2000).…”

The effects of job performance on effectiveness

“…Recently, several researchers have defined counterproductive performance as voluntary behavior (non-task behavior) that harms the well-being of organization (e.g., Dunlop and Lee, 2004;Rotundo and Sackett, 2002), and adaptive performance that is the proficiency with which an employee alters his/ her behavior to meet the demands of the environment, an event, or a new situation (e.g., Johnson, 2001;Pulakos et al, 2000, see Borman et al, 1991Viswesvaran and Ones, 2000, for models). The distinction between task performance and contextual performance has gained wide acceptance in the literature investigating behavior at work (e.g., Conway, 1999;Griffin et al, 2000;Van Scotter and Motowidlo, 1996). Both types of behavior are presumed to contribute to organizational effectiveness, but in different ways (Kiker and Motowidlo, 1999).…”

“…These behaviors can be distinguished from effectiveness, which is the impact that behaviors have on outcomes that are valued by the organization . This distinction emphasizes that performance is defined by behavior itself while effectiveness is the consequence of behavior (Griffin et al, 2000). It has been widely presumed that task performance and contextual performance (also related to sub-dimensions such as organizational citizenship) contribute to organizational effectiveness, but in different ways.…”

A multilevel perspective on employee green behaviour

“…Empirically, there is evidence that managers seem to place more weight on task performance when determining overall performance ratings (Griffin, Neal, & Neale, 2000; and allocating formal rewards (Kiker & Motowidlo, 1999). This is because task performance is recognized within an organization's formal reward system, whilst citizenship performance is not (Bergeron, 2007).…”