The relative importance of task, citizenship, and counterproductive performance to global ratings of job performance: a policy-capturing approach.

By M. Rotundo. Journal of Applied Psychology, 2002

1,603 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/b42e20a50e66b733babc83d321e85c60ff5dfa22

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Citations in the corpus

Performance Appraisal, Performance Management and Improving Individual Performance: A Motivational Framework (2006, background): “Some studies in this arena have explicidy considered how non-core task performance (often alternately referred to as Contextual Performance and Organizational Citizenship Behaviour) can influence ratings of task performance (e.g., Rotundo and Sackett, 2002).”
Customers as Good Soldiers: Examining Citizenship Behaviors in Internet Service Deliveries (2005, neutral): “For example, counterproductive employee behaviors (e.g., deviance, theft, aggression) have received increasing attention in the management literature and have been directly compared and contrasted with OCB (e.g., Robinson & Bennett, 1995; Rotundo & Sackett, 2002).”
The relationship between trust, attachment, and antisocial work behaviors (2007, background): “For instance, antisocial or deviant work behaviors represent a distinct form of discretionary workplace behavior (Rotundo & Sackett, 2002) and are only modestly negatively related with citizenship behaviors (Dalal, 2005).”
Employees’ Reactions to Peers’ Unfair Treatment by Supervisors: The Role of Ethical Leadership (2014, background): “OCBs, on the other hand, are constructive behaviors highly regarded by managers that, if withdrawn by employees, may also cause considerable harm to the work group, leader or organization (Podsakoff and MacKenzie 1997; Rotundo and Sackett 2002; Wayne et al. 2002).”
Relationships between counterproductive work behavior, perceived justice and climate, occupational status, and leader-member exchange (2014, neutral): “…beyond formal job requirements) (Chernyak-Hai & Tziner, 2012; Organ, Podsakoff, & MacKenzie, 2006; Podsakoff, MacKenzie, Paine, & Bachrach, 2000; Rotundo & Sackett, 2002), overall high job motivation and satisfaction (Hubbell & ChoryAssad, 2005; Latham & Pinder, 2005), trust, commitment, and…”
HOW BROADLY DOES EDUCATION CONTRIBUTE TO JOB PERFORMANCE (2009, background): “However, as noted above, there are numerous other job-related behaviors that legitimately fall under the umbrella of job performance, too (Borman & Motowidlo, 1997; Hunt, 1996; Rotundo & Sackett, 2002).”