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Contextual Performance (contextual + performance)
Selected AbstractsDemographics, personality, contact, and universal-diverse orientation: An exploratory examinationHUMAN RESOURCE MANAGEMENT, Issue 2 2003Judy P. Strauss This study explores relationships between race, gender, agreeableness, openness to experience, contact, and a measure of attitudes toward diversity,universal-diverse orientation (UDO). UDO consists of three attitudinal components: realistic appreciation (a cognition), comfort with difference (a feeling), and diversity of contact (a behavior). Results suggest that race, agreeableness, and openness relate to UDO attitudes, primarily due to the relationships of these variables with the behavioral component,diversity of contact. Identifying characteristics of tolerant people (e.g., agreeableness) and training managers in skills related to those characteristics may improve contextual performance and make managers better role models within the organizational context. © 2003 Wiley Periodicals, Inc. [source] Social embeddedness and job performance of tenured and non-tenured professionalsHUMAN RESOURCE MANAGEMENT JOURNAL, Issue 1 2004Hetty Van Emmerik This study examines how different employment relationships in academic settings, ie tenured versus non-tenured appointments, are associated with different types of job performance efforts. The social embeddedness model contends that employees' efforts to perform well depend on embeddedness in the social environment. Adopting this perspective, we ask what types of embeddedness are likely to improve job performance efforts, namely compliance and contextual performance, under the condition of different employment relationships. Regression analyses on the responses of both tenured and non-tenured faculty members show that employees' efforts to perform well can be explained by social embeddedness. Temporal embeddedness appears to be important in explaining the job performance efforts of tenured faculty members, while, in contrast, network embeddedness seems important in explaining the efforts of nontenured faculty members; and institutional embeddedness explained the efforts of both groups of faculty members. [source] Managing people and performance: an evidence based framework applied to health service organizationsINTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 2 2004Susan Michie People and their performance are key to an organization's effectiveness. This review describes an evidence-based framework of the links between some key organizational influences and staff performance, health and well-being. This preliminary framework integrates management and psychological approaches, with the aim of assisting future explanation, prediction and organizational change. Health care is taken as the focus of this review, as there are concerns internationally about health care effectiveness. The framework considers empirical evidence for links between the following organizational levels: 1Context (organizational culture and inter-group relations; resources, including staffing; physical environment) 2People management (HRM practices and strategies; job design, workload and teamwork; employee involvement and control over work; leadership and support) 3Psychological consequences for employees (health and stress; satisfaction and commitment; knowledge, skills and motivation) 4Employee behaviour (absenteeism and turnover; task and contextual performance; errors and near misses) 5Organizational performance; patient care. This review contributes to an evidence base for policies and practices of people management and performance management. Its usefulness will depend on future empirical research, using appropriate research designs, sufficient study power and measures that are reliable and valid. [source] Incremental Validity of Situational Judgment Tests for Task and Contextual Job PerformanceINTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT, Issue 1 2007Matthew S. O'Connell This paper has three goals. First, it responds to calls for additional research on subgroup differences in situational judgment tests. Second, it expands the cumulative knowledge on the incremental validity of situational judgment tests beyond cognitive ability and personality. Third, it examines the validity and incremental validity of various predictors for both task and contextual performance. [source] Perspectives on Models of Job PerformanceINTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT, Issue 4 2000Chockalingam Viswesvaran Contemporary models of job performance are reviewed. Links between task performance, contextual performance, organizational citizenship behaviors, counterproductivity and organizational deviance are pointed out. Measurement issues in constructing generic models applicable across jobs are discussed. Implications for human resource management in general, and performance appraisal for selection and assessment in particular, are explored. It is pointed out that the different dimensions or facets of individual job performance hypothesized in the literature are positively correlated. This positive manifold suggests the presence of a general factor which represents a common variance shared across all the dimensions or facets. Although no consensus exists in the extant literature on the meaning and source of this shared variance (i.e., the general factor), rater idiosyncratic halo alone does not explain this general factor. Future research should explain the common individual differences determinants of performance dimensions. [source] Distinguishing between task and contextual performance for nurses: development of a job performance scaleJOURNAL OF ADVANCED NURSING, Issue 6 2007Jaimi H. Greenslade Abstract Title.,Distinguishing between task and contextual performance for nurses: development of a job performance scale Aim., This paper is a report of a development and validation of a new job performance scale based on an established job performance model. Background., Previous measures of nursing quality are atheoretical and fail to incorporate the complete range of behaviours performed. Thus, an up-to-date measure of job performance is required for assessing nursing quality. Methods., Test construction involved systematic generation of test items using focus groups, a literature review, and an expert review of test items. A pilot study was conducted to determine the multidimensional nature of the taxonomy and its psychometric properties. All data were collected in 2005. Findings., The final version of the nursing performance taxonomy included 41 behaviours across eight dimensions of job performance. Results from preliminary psychometric investigations suggest that the nursing performance scale has good internal consistency, good convergent validity and good criterion validity. Conclusion., The findings give preliminary support for a new job performance scale as a reliable and valid tool for assessing nursing quality. However, further research using a larger sample and nurses from a broader geographical region is required to cross-validate the measure. This scale may be used to guide hospital managers regarding the quality of nursing care within units and to guide future research in the area. [source] Interactive effects of personality and organizational politics on contextual performanceJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 8 2002L. A. Witt The authors explored the process of evaluating contextual performance in the context of a politically charged atmosphere. They hypothesized that the negative relationship between perceptions of organizational politics and contextual performance is weaker among workers high in three of the Big Five model of personality dimensions,agreeableness, extraversion, and conscientiousness. Data were collected from a matched sample of 540 supervisors and subordinates employed in the private sector. Results indicated that the interaction of politics and the personality dimension of agreeableness explained a significant incremental amount of variance in the interpersonal facilitation facet of contextual performance. These findings demonstrate the need to consider both the situation and the person as antecedents of contextual performance. Copyright © 2002 John Wiley & Sons, Ltd. [source] SOURCES OF SUPPORT AND EXPATRIATE PERFORMANCE: THE MEDIATING ROLE OF EXPATRIATE ADJUSTMENTPERSONNEL PSYCHOLOGY, Issue 1 2001MARIA L. KRAIMER This study examined the role of 3 sources of support in facilitating expatriate adjustment and performance. A model was developed that examined the effects of perceived organizational support (POS), leader-member exchange (LMX), and spousal support on expatriates' adjustment to work, the country, and interacting with foreign nationals. In turn, it was expected that expatriate adjustment would influence expatriate task performance and contextual performance. The model was tested using a sample of 213 expatriate-supervisor dyads via structural equation modeling. The results indicated that POS had direct effects on expatriate adjustment, which in turn had direct effects on both dimensions of performance. Although LMX did not influence adjustment, it did have direct effects on expatriate task and contextual performance. Spousal support did not relate to adjustment or performance. Practical implications for facilitating expatriate adjustment and performance are discussed. [source] | ||||||||||