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Relative Importance of Major Job Performance Dimensions in Determining Supervisors' Overall Job Performance Ratings
Author(s) -
Choi Jae Young,
Miao Chao,
Oh InSue,
Berry Christopher M.,
Kim Kwanghyun
Publication year - 2019
Publication title -
canadian journal of administrative sciences / revue canadienne des sciences de l'administration
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.347
H-Index - 48
eISSN - 1936-4490
pISSN - 0825-0383
DOI - 10.1002/cjas.1495
Subject(s) - job performance , task (project management) , contextual performance , dimension (graph theory) , psychology , counterproductive work behavior , social psychology , organizational citizenship behavior , organizational performance , job analysis , job design , mathematics , job satisfaction , computer science , management , knowledge management , organizational commitment , economics , pure mathematics
This study explores the factor structure of job performance and each performance dimension's relative importance in determining supervisors' overall job performance ratings. We found that the optimal factor structure of job performance includes five dimensions: task performance, organizational citizenship behaviour directed toward the organization and individuals (OCB‐O and OCB‐I, respectively), and counterproductive work behaviour directed toward the organization and individuals (CWB‐O and CWB‐I, respectively). The percent‐based relative weight (%RW) is the highest for task performance in determining job performance, followed by OCB and CWB. Interestingly, the %RW of non‐task performance dimensions directed toward the organization (OCB‐O and CWB‐O) is similar to the %RW of task performance but greater than the %RW of non‐task performance dimensions directed toward individuals (OCB‐I and CWB‐I). Copyright © 2018 ASAC. Published by John Wiley & Sons, Ltd.