The relative importance of task, citizenship, and counterproductive performance to global ratings of job performance: A policy-capturing approach.

Maria Saveria Rotundo · Paul R. Sackett

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Job Satisfaction and Organizational Behavior Employee Performance and Management Employee Performance and Motivation

Abstract

A review of research on job performance suggests 3 broad components: task, citizenship, and counterproductive performance. This study examined the relative importance of each component to ratings of overall performance by using an experimental policy-capturing design. Managers in 5 jobs read hypothetical profiles describing employees' task, citizenship, and counterproductive performance and provided global ratings of performance. Within-subjects regression analyses indicated that the weights given to the 3 performance components varied across raters. Hierarchical cluster analyses indicated that raters' policies could be grouped into 3 homogeneous clusters: (a) task performance weighted highest, (b) counterproductive performance weighted highest, and (c) equal and large weights given to task and counterproductive performance. Hierarchical linear modeling indicated that demographic variables were not related to raters' weights.

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References

1979The Social Psychology of Organizations.1977Handbook of Industrial and Organizational Psychology.1986Research in Organizational Behavior.1988Organizational Citizenship Behavior: The Good Soldier Syndrome.1993Handbook of industrial and organizational psychology 1983Organizational citizenship behavior: Its nature and antecedents.1995A TYPOLOGY OF DEVIANT WORKPLACE BEHAVIORS: A MULTIDIMENSIONAL SCALING STUDY.1995A META‐ANALYTIC REVIEW OF ATTITUDINAL AND DISPOSITIONAL PREDICTORS OF ORGANIZATIONAL CITIZENSHIP BEHAVIOR

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