Adaptive and Citizenship-Related Behaviors at Work

Dorsey, David W.; Cortina, José M.; Allen, Matthew T.; Waters, Shonna D.; Green, Jennifer P.; Luchman, Joseph N.

doi:10.4324/9781315690193-21

Cited by 29 publications

(32 citation statements)

References 1 publication

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“…Recent evidence points out that sadism plays a role over and above the Dark Triad in task performance, contextual performance, and counterproductive work behaviors [21] but this does not happen with adaptive performance. In our view, this result does not contradict the consideration of the Dark Tetrad against the Triad, but speaks in favor of considering adaptive performance as a dimension of performance in itself [28]. Therefore, it is expected that adaptive performance would exhibit its own relationships with personality traits, different from the ones that personality has with the remaining performance dimensions.…”

Section: Discussionmentioning

confidence: 49%

“…Adaptive performance is a construct used to describe adaptation as action, referring to the behaviors displayed by workers to change according to job demands [3]. Although adaptive performance may look like task performance, it implies performing the same activity "to a greater degree, with greater intensity, or in a substantially different way" [28]. In that sense, a longitudinal study developed by Griffin, Parker, and Mason [29] found support for the distinction between proficient and emergent behaviors, each one involving different antecedents.…”

Section: Adaptive Performancementioning

confidence: 99%

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Does Evil Prevail? The “Bright” and “Dark” Sides of Personality as Predictors of Adaptive Performance

2020

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The turbulent context in which organizations operate today makes them search for adaptable workers. Previous studies have shown the predictive value of the “Big Five” personality traits on adaptive performance, but some authors suggest extending personality domain with the “dark” traits of personality, that is, Machiavellianism, narcissism, psychopathy (i.e., the “Dark Triad”), and sadism (which, along with the aforementioned traits, composes the “Dark Tetrad”). The present research investigates the incremental validity of the dark traits in the prediction of adaptive performance over the Big Five. The study follows a cross-sectional design with a convenience sample of 613 participants (46% women; mean age 38.78 years, SD = 14.05; mean job experience = 16.93 years, SD = 13.39) from different organizations who fill in a questionnaire with the variables. Our results showed that the Dark Triad improved the predictive model with respect to the Big Five (R2 = 0.202, ΔR2 = 0.030, p < 0.001). The statistically significant predictors were neuroticism (β = −0.127, p = 0.010), openness to experience (β = 0.155, p < 0.001), conscientiousness (β = 0.164, p = 0.001), narcissism (β = 0.134 p < 0.002), and psychopathy (β = −0.137, p = 0.005). The incorporation of sadism did not improve the Dark Triad model (R2 = 0.202, ΔR2= −0.001, p = 0.541).

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Section: Discussionmentioning

confidence: 49%

Section: Adaptive Performancementioning

confidence: 99%

Does Evil Prevail? The “Bright” and “Dark” Sides of Personality as Predictors of Adaptive Performance

2020

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“…Task performance is defined as the proficiency with which employees perform the core technical activities that the job description includes (Borman, Bryant, & Dorio, 2010). Contextual performance refers to the contributions of the employee, that go beyond the technical obligations of the work, and that impact on the organizational, social, and psychological environment, helping to accomplish organizational goals (Borman, Penner, Allen, & Motowidlo, 2001;Dorsey, Cortina, & Luchman, 2010;Hoffman & Dilchert, 2012). Furthermore, Van Scotter and Motowidlo (1996) subdivided contextual performance into two narrower dimensions: interpersonal performance and job dedication.…”

mentioning

confidence: 99%

The Five-Factor model and job performance in low complexity jobs: A quantitative synthesis

Lado

Alonso

2017

Rev. trabajo y las organizaciones

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This article presents the results of four primary studies that investigated the degree to which the Big Five personality dimensions predict job performance in occupations with a low level of job complexity. Job performance was assessed as overall job performance (OJP), task performance (TP), and contextual performance (CP). The results showed that conscientiousness and emotional stability proved to be predictors of the three performance measures. In addition, extroversion was a relevant predictor of OJP and TP, and agreeableness was a predictor of CP. Implications for the theory and practice of job performance and personnel selection are discussed.

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“…For example, a preferred response to a statement that is made with awareness and intent may have a more positive effect than a preferred response to a statement that is made more automatically. Although definitions of adaptation in the organizational literature (e.g., Chan, 2000;Dorsey et al, 2010) do not incorporate the strategic motivation of the actor, future research could more precisely examine if applicants and interviewers strategically decide to adapt their IM use to create a particular impression in terms of a motivated choice. For example, in simulated interview settings, applicants could be shown a recording of their interview (similar to Roulin, Bangerter, & Levashina, 2015) and asked to comment on their intent and specific motives to use IM and, more specifically, preferred IM responses.…”

Section: Limitations and Future Research Directionsmentioning

confidence: 99%

“…Adaptation can be defined as the process of achieving fit between new demands and individual behavior (Chan, 2000). Similarly, adaptive performance refers to a change in response to an altered situation (Dorsey, Cortina, & Luchman, 2010). For instance, an interviewer might praise an applicant (i.e., use other-focused IM) as a recruitment strategy, and the applicant might adapt by building on the interviewer's praise and stressing their accomplishments (i.e., use self-focused IM).…”

mentioning

confidence: 99%

Does It Take Two to Tango? Examining How Applicants and Interviewers Adapt Their Impression Management to Each Other

2020

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Although research has long examined applicants’ use of impression management (IM) behaviors in the interview, interviewers’ IM has only been recently investigated, and no research has attempted to combine both. The aim of this research was to examine whether and how applicants and interviewers adapt their IM to one another. To answer this question, we bring together IM, signaling theory, and the concept of adjacency pairs from linguistics, and carried out two studies. Study 1 was an observational study with field data (N = 30 interviews including a total of 6290 turns of speech by interviewers and applicants). Results showed that both applicants and interviewers are more likely to engage in IM in a way that can be considered as a “preferred” (vs. “dispreferred”) response pattern. That is, self-focused IM is particularly likely to occur as a response to other-focused IM, other-focused IM as a response to self-focused IM, and job/organization-focused IM as a response to job/organization-focused IM. In study 2, we used a within-subjects design to experimentally manipulate interviewer IM and examine its impact on (N = 120) applicants’ IM behaviors during the interview. Applicants who engaged more in “preferred” IM responses were evaluated as performing better in the interview by external raters. However, “preferred” IM responses were not associated with any other interview outcomes. Altogether, our findings highlight the adaptive nature of interpersonal influence in employment interviews, and call for more research examining the dynamic interactions between interviewers and applicants.

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Adaptive and Citizenship-Related Behaviors at Work

Cited by 29 publications

References 1 publication

Does Evil Prevail? The “Bright” and “Dark” Sides of Personality as Predictors of Adaptive Performance

Does Evil Prevail? The “Bright” and “Dark” Sides of Personality as Predictors of Adaptive Performance

The Five-Factor model and job performance in low complexity jobs: A quantitative synthesis

Does It Take Two to Tango? Examining How Applicants and Interviewers Adapt Their Impression Management to Each Other

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