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

• Main Authors: LIEVENS, Filip, CONWAY, James M., DE CORTE, Wilfried
• Format: text
• Language: English
• Published: Institutional Knowledge at Singapore Management University 2008
• Subjects: Industrial and Organizational Psychology; Organizational Behavior and Theory
• Online Access: https://ink.library.smu.edu.sg/lkcsb_research/5567; https://ink.library.smu.edu.sg/context/lkcsb_research/article/6566/viewcontent/relative.pdf
• Institution: Singapore Management University

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 (3 17 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-team-based); (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.