Evaluating Inrole and Extrarole Behaviors Across Sectors

Abstract

In this study, we explore whether sector distinguishes what we know about performance appraisals. We were particularly interested in two important aspects of the appraisal process: evaluation of inrole/task and extrarole/citizenship behaviors. We utilized a mixed experimental design with three within-subjects factors (task behavior and two types of extrarole behavior), each manipulated at two levels (high and low performance), and a between-subjects factor measuring sector of the respondent (private and public/nonprofit). We find that sector does matter in a common managerial task like performance appraisals. Public sector managers placed greater weight on task behaviors in making their appraisals than did private sector managers. Results regarding sector and extrarole behaviors were mixed. Implications and future research directions are discussed.

Experimental research in the Asia-Pacific region: review and assessment of regional capacity

“…We coded hypotheses to understand whether the experimental studies explicitly laid out hypotheses of directional relationships between the treatment and outcome variables. Generally speaking, hesitancy in offering hypotheses could be due to the exploratory nature of the research design (e.g., Walker et al, 2020) or conflicts and ambiguity in existing evidence (e.g., Christensen & Whiting, 2018;Jilke et al, 2019;Walker et al, 2013). Nearly all of the articles proposed hypotheses (n = 26), confirming the deductive nature of experimental studies in seeking to corroborate theoretical arguments.…”

Examining the Organizational Citizenship Behavior among Hotels' Employees in Luxor

“…Yental, 2008 defines it as the activities carried out by individuals to get the job done indirectly in the work environment, which includes helping co-workers, maintaining compliance with the rules of the work environment, actively participating in the decision-making process, as well as enduring working conditions without making any complaints. In addition taking responsibility for extra responsibilities, willingly helping others, trying to grow in a profession that obeys criteria, increasing and protecting the hotel and avoiding faults in the workplace with a positive behavior (Tang 2012;Nassar, et al, , 2014Salim, et al, 2017Christensen and whiting 2018) OCB expects staff performance (Podsakoff et al, 2000) and makes an important contribution to organizational effectiveness and social connections within the organization (Organ et al, 2006). Since the use of character strengths is associated with increased commitment and a sense of work (Harzer and Ruch, 2012;Peterson et al, 2005).…”

Impact of Organizational Citizenship Behavior on Perceived Service Quality in Hotel Industry

“…Mmutle and Shonhe (2017) emphasized that if employees have a positive attitude, caring and making sure that every customer gets needed attention and the customers feel that they are valued, it therefore would mean that their expectations are met and lead to improve quality of the service provided. Behavioral pattern of employees in the organization can be identified in two ways as "extra-role" service behavior (organizational citizenship behavior) and "role-prescribed" service behavior (Bettencourt and Brown, 1997;Vandaele and Gemmel, 2006;Tang and Tang, 2012;Christensen and Whiting 2018). Extra role behavior refers to the discretionary behavior of customer contact employees in serving customers that extend beyond formal duties appearing in the job descriptions Zhu, 2013).…”

“…According to Bolino et al, (2002) OCB is employees' tendency towards motivation to go beyond formal job necessities in order to help each other, to align individual interest with organizational interest, and to have real concern towards general activities and the mission of the organization". This definition indicates two types of characteristics: the OCB cannot be strengthened directly and expected extraordinary behavior from employees to achieve organization success (Tang and Tang, 2012;Christensen and Whiting 2018). OCB have a direct influence on the relationship between customer-contact employees and in turn, customer perception of service quality.…”

“…According to Mackenzie, Podsakoff & Ahearne (1998), OCB includes discretionary behaviors on the part of an employee that directly promote the effective functioning of an organization, independent of an employee's objective productivity. Many researchers identified OCB concept as an extra-role behavior (Schnake, 1991;Van Dyne, Cummings andMcLan-Parks, 1995, Bachrach andJex, 2000;Tang and Tang, 2012;Christensen and Whiting 2018).…”