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 perform...

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Bibliographic Details
Published in:Journal of applied psychology 1999-02, Vol.84 (1), p.3-13
Main Author: Conway, James M
Format: Article
Language:English
Subjects:
Biological and medical sciences
Comparison
Contextual performance
Correlation analysis
Employment
Fundamental and applied biological sciences. Psychology
Human
Job Characteristics
Job Performance
Management
Management Personnel
Managers
Occupational psychology
Organization and management. Professional relation
Organizational Behavior
Performance appraisal
Psychology. Psychoanalysis. Psychiatry
Psychology. Psychophysiology
Statistical Correlation
Studies
Systematic review
Task Analysis
Task performance
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Summary: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.
ISSN:0021-9010
1939-1854
DOI:10.1037/0021-9010.84.1.3