Valuing Task and Contextual Performance: Experience, Job Roles, and Ratings of the Importance of Job Behaviors

Abstract

The present research examined the effects of managerial experience and managerial job roles on ratings of the importance of behaviors reflecting task and contextual performance. As hypothesized, managerial experience was positively related to perceptions of the importance of contextual performance behaviors reflecting compliance and extra effort. Managers who reported performing leadership role behaviors were also more likely than those who reported fewer of these activities to value extra effort, whereas managers who performed more supervisory activities valued task performance more than did those who were less involved in supervision. Regression analyses indicated that experience had unique effects on ratings of compliance and extra effort after controlling for the managerial role variables, whereas the unique effects of the role variables only approached significance after controlling for experience. It is widely agreed that job performance is a multidimensional construct (Borman & Motowidlo, 1993; Campbell, Gasser, & Oswald, 1996). Of the dimensions of performance that have been discussed, two general factors have received the most attention, namely task performance and contextual performance

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