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The relative importance of task, citizenship and counterproductive performance to job performance ratings: Do rater source and team-based culture matter?

by FilipConway James M De Corte Wilfried Lievens
Journal of Occupational & Organizational Psychology ()
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This study contributes to our understanding of which factors predict raters' policies for combining performance components into an overall job performance rating.We used a work-roles framework to examine the effects of rater source and team-based culture. The sample consisted of 612 individuals in three job categories (317 nurses, 168 personnel recruiters and 127 sales representatives). Respondents rated employee performance profiles that were described on task, citizenship and counterproductive performance. Raters' weights differed by (a) organizational culture (low- vs. high-teambased); (b) rating source (supervisor vs. peer) and (c) job. In a team-based culture, more weight was given to citizenship performance and less to task performance. Peers attached more importance to citizenship performance and less to task performance. Implications of these findings for performance management are discussed. [ABSTRACT FROM AUTHOR] Copyright of Journal of Occupational & Organizational Psychology is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

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