The relative importance of task, citizenship, and counterproductive performance to global ratings of job performance: a policy-capturing approach.
A review of research on job performance suggests 3 broad components: task, citizenship, and counterproductive performance. This study examined the relative importance of each component to ratings of overall performance by using an experimental policy-capturing design. Managers in 5 jobs read hypothetical profiles describing employees' task, citizenship, and counterproductive performance and provided global ratings of performance. Within-subjects regression analyses indicated that the weights given to the 3 performance components varied across raters. Hierarchical cluster analyses indicated that raters' policies could be grouped into 3 homogeneous clusters: (a) task performance weighted highest, (b) counterproductive performance weighted highest, and (c) equal and large weights given to task and counterproductive performance. Hierarchical linear modeling indicated that demographic variables were not related to raters' weights.
Rotundo
Maria
M
Rotman School of Management, University of Toronto, Ontario, Canada. rotundo@mgmt.utoronto.ca
D000328:Adult; D004650:Employee Performance Appraisal; D005260:Female; D006801:Humans; D007398:Interpersonal Relations; D007587:Job Description; D007857:Leadership; D008297:Male; D008875:Middle Aged; D008960:Models, Psychological; D016134:Organizational Policy; D013647:Task Performance and Analysis