Job performance is considered the "ultimate dependent variable" in human resource management, turning its assessment into a capital issue. The present study analyzes the functioning of a brief 18-item self-report scale, the Individual Work Performance Questionnaire (IWPQ), which measures the main dimensions of job performance (task performance, contextual performance, and counterproductive behaviors) in a wide variety of jobs. Participants were 368 employees who voluntarily answered a questionnaire including the IWPQ, other performance scales, and the NEO-FFI. Descriptive statistics, exploratory structural equation modeling, and correlations were performed. Results show that the IWPQ has a tridimensional structure with adequate reliability, exhibits significant associations with other measures of performance, and its association with personality traits is similar in terms of direction and strength of the correlations between other job performance measures and personality. We conclude that the IWPQ is an adequate measure of job performance but with emphasis on behaviors aimed toward organizations. Palabras clave: Desempeño laboral Desempeño de tarea Desempeño contextual Conductas contraproductivas en el trabajo Adaptación Escala autoinformada breve Job performance is considered the ultimate criterion in human resource management (Organ & Paine, 1999). Its assessment and analysis is capital for different organizational processes, such as personnel selection, compensation and rewards, or training. Regardless of the purpose of the evaluation, organizations need accurate ratings of performance, and even better if they produce the same results while saving time and effort (DeNisi & Murphy, 2017). This paper is aimed to contribute in this regard, analyzing a brief self-report job performance scale suitable for a broad set of jobs, which includes the three main dimensions of job performance (i.e., task performance, contextual performance, and counterproductive work behavior). Dimensionality of Job Performance Following the review by Campbell and Wiernik (2015), job performance is a construct that comprises behaviors under workers' control that contribute to organizational goals. These authors