Distinguishing contextual performance from task performance for managerial jobs.

Abstract

The purpose of this study was to extend previous research on the contextual and task performance distinction to managerial jobs. It was hypothesized that, unlike results for nonmanagerial work, the job dedication facet of contextual performance would contribute uniquely to overall managerial performance. The interpersonal facilitation facet of contextual performance was expected to be redundant with leadership task performance and therefore not to make a unique contribution. A multitrait-multirater correlation matrix was developed on the basis of meta-analysis. Structural equation modeling results generally supported the hypotheses, although there was some evidence of a unique contribution by interpersonal facilitation. Results also suggested that peers paid more attention to interpersonal facilitation when making overall performance ratings, whereas supervisors paid more attention to task performance.Borman and Motowidlo (1993) proposed expanding the job performance criterion domain to include contextual performance in addition to task performance. Task performance consists of job-specific behaviors including core job responsibilities, for which the primary antecedents are likely to be ability and experience. Contextual performance consists of non-job-specific behaviors such as cooperating with coworkers and showing dedication, for which the primary antecedents are likely to be volition and personality (Borman & Motowidlo, 1993). Contextual performance is virtually identical to Organ's (1997) recent conception of organizational citizenship behavior. By focusing on overt behavior, however, contextual performance differs from more cognitive and attitudinal constructs such as organizational commitment and job involvement.The rationale for the distinction was that contextual aspects of job performance, although important for organizational effectiveness, have often been ignored by researchers. However, the concept of contextual performance has recently attracted considerable research attention, probably because of changes in the nature of organizations, such as

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