Performance Management Systems: Task‐Contextual Dilemma Owing to the Involvement of the Psychological Contract and Organizational Citizenship Behavior

Abstract

The two dimensions of the performance management system, namely task and contextual performance have received the most attention from various scholars with regard to their contributive role in employees' goal accomplishment. It has been the case for decades that in addition to task performance; employers have started to use competency evaluations, which usually involve contextual performance dimensions as well. Organizational citizenship behavior (OCB) and the psychological contract (PC) have become more intertwined with performance management systems. The objective of this study is to assess whether competency frameworks in performance management systems are actually incorporating OCBs and PC dimensions. The competency definitions and behavioral indicators within the performance management handbooks of 10 organizations were considered as the data set. The findings reveal that many terms of OCB and PC dimensions are embedded in the competency frameworks. This introductory paper provides important insights helping to restructure the PMS domain in which both task and discretionary behaviors are taken into account when appraising employee success.

Unpacking the effect of autonomous motivation on workplace performance: Engagement and distributive justice matter!

“…In this study, our objective is to use a comprehensive concept of individual performance that represents how it is currently viewed in organizations. We define job performance expansively as the aggregated value to an organization of the set of behaviors that an employee contributes both directly and indirectly to organizational goals (Borman & Motowidlo, 1993) in line with the recent work of Özçelİk & Uyargİl (2019). Individual job performance at work is composed of task performance, along with organization citizenship behavior‐organization level (OCB‐O), organization citizenship behavior‐individual level (OCB‐I) 1 and adaptive performance.…”

A conceptual framework for operational performance measurement in wholesale organisations

“…The key factors of IPM are defined as personality and management (Bai and Wand, 2010) and organisational environment (Xiaojun and Haiyan, 2010). IPM also involves addressing competency definitions and assessing behavioural indicators that are linked to a psychological contract to reward employees (Özçelİk et al. , 2019).…”

Pandemic fears, family interference with work, and organizational citizenship behavior: Buffering role of work‐related goal congruence

“…Distracting ruminations about the pandemic likely interfere with employees' work functioning, such that these ruminations may generate exhaustion (Lin et al, 2021), withdrawal behaviors (Chong et al, 2020), diminished work engagement (Liu et al, 2021), or plans to quit the organization (Vaziri et al, 2020). To contribute to research into such implications, we consider another, possibly critical, negative behavioral outcome of the pandemic and the fears it raises: diminished organizational citizenship behaviors (OCBs) or the extent to which employees halt work activities that are not formally required by their job descriptions (Özçelik & Uyargil, 2019; Weikamp & Göritz, 2016).…”