Effects of task performance and contextual performance on systemic rewards.

Evidence from 2 samples of Air Force mechanics supported the hypothesis that contextual performance affects employees' career advancement and rewards over time. Results of hierarchical regressions controlling for experience showed task performance and contextual performance each predicted systemic rewards. Each facet explained separate variance in promotability ratings over 2 years. In both samples, contextual performance explained separate variance in informal rewards but task performance did not. Task performance explained incremental variance in career advancement 1 year later but contextual performance did not. Analyses using correlations corrected for unreliability suggest these results cannot be attributed to measurement error. Contextual performance still explained separate variance in informal rewards, and task performance explained distinct variance in career advancement a year later. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Interpersonal facilitation and job dedication as separate facets of contextual performance.

This study attempts to refine the construct of contextual performance by dividing it into 2 narrower constructs, interpersonal facilitation and job dedication. Supervisors rated 975 U.S. Air Force mechanics on at least 1 of 4 aspects of job performance (different supervisors rated each aspect of performance), and 515 of these mechanics also completed self-report individual difference measures. Correlations between performance ratings and individual difference variables support distinguishing task performance from interpersonal facilitation but not from job dedication. Thus this study suggests the need to redefine task performance to include motivational elements of job dedication. Then task performance would include task proficiency and motivation to perform one's own tasks effectively, and contextual performance would include interpersonal skills, the motivation to maintain good working relationships and help others perform their tasks. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Distinguishing contextual performance from task performance for managerial jobs.

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. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Construct validity of multiple job performance measures using confirmatory factor analysis.

The construct validity of job performance ratings obtained from self, supervisors, and peers was assessed relative to performance data obtained from an objective test of task proficiency. Data were gathered from a sample of 256 first-term jet engine mechanics in the U.S. Air Force. Widaman's (1985) approach to assessment of convergent and discriminant validity of multitrait–multimethod data using confirmatory factor analysis to contrast alternative models was used. As expected, all analyses revealed support for a model with correlated performance traits and uncorrelated methods. Significant convergence among the three rating sources was found. In addition, convergence was found between task ratings and scores from the objective proficiency test. Significant discriminant validity was found in all of the analyses. Results revealed that self, supervisors, and peers can be equally valid as sources of performance information, although performance of some tasks may be more validly evaluated by one source than another. Needs for further research on the effects of task characteristics on the validity of ratings are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The five-factor model of personality and managerial performance: Validity gains through the use of 360 degree performance ratings.

This study investigated the usefulness of the five-factor model (FFM) of personality in predicting two aspects of managerial performance (task vs. contextual) assessed by utilizing the 360 degree performance rating system. The authors speculated that one reason for the low validity of the FFM might be the failure of single-source (e.g., supervisor) ratings to comprehensively capture the construct of managerial performance. The operational validity of personality was found to increase substantially (50%–74%) across all of the FFM personality traits when both peer and subordinate ratings were added to supervisor ratings according to the multitrait–multimethod approach. Furthermore, the authors responded to the recent calls to validate tests via a multivariate (e.g., multitrait–multimethod) approach by decomposing overall managerial performance into task and contextual performance criteria and by using multiple rating perspectives (sources). Overall, this study contributes to the evidence that personality may be even more useful in predicting managerial performance if the performance criteria are less deficient. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Construct models of task performance.

A covariance structure model was tested that related 3 classes of predictors (ability, experience, and supervisor support) to several classes of criteria of task performance (rated performance by self, supervisor, and peers, a work sample test, and training success). The model was tested for 3 categories of tasks (installation of engine parts, inspection of components, and forms completion), using data for 201 first-term U.S. Air Force jet engine mechanics. Ability explained significant variance in training success for 3 categories, in rated performance for 2 categories, and in work sample performance for 1 category. Experience explained substantial variance in rated performance for 3 categories, and in work sample performance for 2 categories. Supervisor support did not explain significant variance in any category. The task models have potential usefulness as the beginnings of a generalizable task taxonomy. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Adaptability measures as predictors of performance ratings.

How well do measures of temperamental and motivational characteristics in training predict success of performance of officers as indicated by Officer Effectiveness Ratings? S were selected from 666 cadets at one base and 69 at another. Variables used were 3 global indicies of adaptability and 10 variables representing the common factors. "(a) measures of adaptability to training and Air Force Life are more highly related to later officer performance than are measures of aptitude or ability; (b) assessments of a man's functioning involving personal judgments of peers, superiors, and experts are predictive of later performance as an Air Force officer." (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Voice and cooperative behavior as contrasting forms of contextual performance: Evidence of differential relationships with Big Five personality characteristics and cognitive ability.

The results of a laboratory study of 276 individuals replicate past findings for cooperative behavior as a form of contextual performance and extend past research by providing evidence that voice (constructive change-oriented communication) may be another form of contextual performance. Conscientiousness, extraversion, and agreeableness related more strongly to voice behavior and cooperative behavior than to task performance. Cognitive ability related more strongly to task performance than to voice behavior or cooperative behavior. Results also demonstrate contrasting relationships for agreeableness (positive with cooperative behavior and negative with voice behavior). This supports recent research suggesting the possibility of bidirectional relationships with personality characteristics across different dimensions of job performance. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The relative importance of task and contextual performance dimensions to supervisor judgments of overall performance.

Although evidence supports the unique contribution of task performance and contextual performance to overall evaluations, little is known about the relative contribution that specific dimensions of contextual performance make to overall performance judgments. This study evaluated the extent to which supervisors consider task and contextual performance by using relative weights (J. W. Johnson, 2000) to statistically describe the relative importance of specific dimensions of each type of performance to overall performance ratings. Within each of 8 job families in a large organization, each of 4 dimensions of contextual performance made not only a unique contribution but a relatively important contribution to the overall evaluation. Evidence also supports the adaptive performance dimension of handling work stress as an aspect of contextual performance and job–task conscientiousness as an aspect of both task and contextual performance. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The role of psychosocial context, age, and intelligence in memory performance of older men.

Examined the hypothesis that psychosocial contextual factors contribute to developmental changes in memory using 326 World War II veterans. Availability of young adult intelligence scores made it possible to separate the contributions of contextual variables and age to maintenance of general intelligence from their direct contributions to performance on 4 memory tasks. Being younger, healthier, more educated, more introverted, more intellectually active, and more satisfied with social support predicted less intellectual decline and, indirectly, better memory performance. Age, personality, locus of control, and extent of social support directly contributed to performance on 1 or more memory tasks. Age contributions were consistent with F. I. Craik's (1986) proposed continuum of task demands for self-initiated effort. Possible elaborations of Craik's hypothesis to accommodate contextual variables are suggested. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Personality and job performance: The Big Five revisited.

Prior meta-analyses investigating the relation between the Big 5 personality dimensions and job performance have all contained a threat to construct validity, in that much of the data included within these analyses was not derived from actual Big 5 measures. In addition, these reviews did not address the relations between the Big 5 and contextual performance. Therefore, the present study sought to provide a meta-analytic estimate of the criterion-related validity of explicit Big 5 measures for predicting job performance and contextual performance. The results for job performance closely paralleled 2 of the previous meta-analyses, whereas analyses with contextual performance showed more complex relations among the Big 5 and performance. A more critical interpretation of the Big 5-performance relationship is presented, and suggestions for future research aimed at enhancing the validity of personality predictors are provided. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Loving yourself abundantly: Relationship of the narcissistic personality to self- and other perceptions of workplace deviance, leadership, and task and contextual performance.

The authors report results from 2 studies assessing the extent to which narcissism is related to self- and other ratings of leadership, workplace deviance, and task and contextual performance. Study 1 results revealed that narcissism was related to enhanced self-ratings of leadership, even when controlling for the Big Five traits. Study 2 results also revealed that narcissism was related to enhanced leadership self-perceptions; indeed, whereas narcissism was significantly positively correlated with self-ratings of leadership, it was significantly negatively related to other ratings of leadership. Study 2 also revealed that narcissism was related to more favorable self-ratings of workplace deviance and contextual performance compared to other (supervisor) ratings. Finally, as hypothesized, narcissism was more strongly negatively related to contextual performance than to task performance. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Performance appraisal process and system facets: Relationships with contextual performance.

Because appraisal-related interactions between supervisors and employees may influence more than task performance, the authors considered the potential effects of social and interpersonal processes in performance appraisal on contextual performance. They hypothesized that performance appraisal process and system facets were associated with employees' contextual performance as well as with their perceptions of appraisal accuracy. After controlling relevant variables, they found that appraisal process facets explained variance in contextual performance and perceived accuracy beyond that accounted for by the system facets. However, when the order of entry for the process and system variable sets was reversed, only for perceived appraisal accuracy, as hypothesized, did the system facets account for variance beyond that explained by the appraisal process facets. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Personality differences among men in selected Air Force specialties.

Notes that job placement based on aptitude has provided the human resources necessary to perform the U.S. Air Force mission but has not produced a work force that is satisfied with the duty assignments. A consideration of enlistee personality and interests might refine this job placement system. To determine if personality differences exist among 108 male career officers in selected Air Force specialties, Ss were given the Vocational Preference Inventory (VPI). The specialties were compared further by means of the Environmental Assessment Technique (EAT). Significant differences among the specialties of electronics technician, administrative specialist, inflight refueling operator specialist, and security policeman were found on VPI Realistic, Intellectual, Self-Control, and Status scales. In general, the EAT did not differentiate among the specialties. Implications for counselors of prospective and enlisted airmen are drawn. Further research of this type is recommended to provide the data necessary for more refined and effective job placement in the Air Force. (16 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Too much of a good thing: Curvilinear relationships between personality traits and job performance.

The relationships between personality traits and performance are often assumed to be linear. This assumption has been challenged conceptually and empirically, but results to date have been inconclusive. In the current study, we took a theory-driven approach in systematically addressing this issue. Results based on two different samples generally supported our expectations of the curvilinear relationships between personality traits, including Conscientiousness and Emotional Stability, and job performance dimensions, including task performance, organizational citizenship behavior, and counterproductive work behaviors. We also hypothesized and found that job complexity moderated the curvilinear personality–performance relationships such that the inflection points after which the relationships disappear were lower for low-complexity jobs than they were for high-complexity jobs. This finding suggests that high levels of the two personality traits examined are more beneficial for performance in high- than low-complexity jobs. We conclude by discussing the implications of these findings for the use of personality in personnel selection. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Impact of task experience and individual factors on training-emphasis ratings.

This study included 2 sets of analyses examining the impact of task experience and individual factors on task ratings of training emphasis. Aerospace ground equipment mechanics in the US Air Force completed surveys 8 and 12 mo after formal training. Mechanics rated how much formal training they would recommend for a sample of tasks. In the cross-sectional analyses, with tenure constant at 12 mo, an individual's breadth of experience (number of tasks performed) and level of self-efficacy were found to have significant effects on training-emphasis ratings. The change analyses examined factors influencing changes in ratings of training emphasis from 8 to 12 mo on the job. Results indicate that mechanics whose breadth of experience or self-efficacy perceptions increased over time tended to increase their ratings of training emphasis. Implications for understanding the task analysis rating process are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Task versus relationship conflict, team performance, and team member satisfaction: A meta-analysis.

This study provides a meta-analysis of research on the associations between relationship conflict, task conflict, team performance, and team member satisfaction. Consistent with past theorizing, results revealed strong and negative correlations between relationship conflict, team performance, and team member satisfaction. In contrast to what has been suggested in both academic research and introductory textbooks, however, results also revealed strong and negative (instead of the predicted positive) correlations between task conflict, team performance, and team member satisfaction. As predicted, conflict had stronger negative relations with team performance in highly complex (decision making, project, mixed) than in less complex (production) tasks. Finally, task conflict was less negatively related to team performance when task conflict and relationship conflict were weakly, rather than strongly, correlated. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Pressure for production, task difficulty, and the correlation between job satisfaction and job performance.

Investigated in an educational setting H. C. Triandis's hypothesis that pressure for production influences the correlation between job satisfaction and job performance. In a difficult course with a great deal of pressure, course satisfaction and expected grade on the part of the students (n = 25) were more highly correlated than in a course where pressure on the students (n = 67) was considerably less. This finding suggests that differences in production pressure and task difficulty may partially explain the variety of results obtained when researchers correlate job satisfaction with job performance. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Personality characteristics related to leadership behavior in two types of small group situational problems.

Using male United States Air Force Officer Candidate School Ss several hypotheses implied in the "great man" theory of small group leadership were focused on small group behavior and situational testing. "The results… personality traits associated with successful performance in two types of small group activity do not differ in relative importance." (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Role of ability and prior knowledge in complex training performance.

A causal model of the role of general cognitive ability and prior job knowledge in subsequent job-knowledge acquisition and work-sample performance during training was developed. Participants were 3,428 US Air Force officers in pilot training. The measures of ability and prior job knowledge came from the Air Force Officer Qualifying Test. The measures of job knowledge acquired during training were derived from classroom grades. Work-sample measures came from check flight ratings. The causal model showed that ability directly influenced the acquisition of job knowledge. General cognitive ability influenced work samples through job knowledge. Prior job knowledge had almost no influence on subsequent job knowledge but directly influenced the early work sample. Early training job knowledge influenced subsequent job knowledge and work-sample performance. Finally, early work-sample performance strongly influenced subsequent work-sample performance. (PsycINFO Database Record (c) 2010 APA, all rights reserved)