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首页> 外文期刊>Journal of managerial psychology >Conscientiousness and contextual performance: The compensatory effects of perceived organizational support and leader-member exchange
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Conscientiousness and contextual performance: The compensatory effects of perceived organizational support and leader-member exchange

机译：尽职尽责和情境绩效：感知的组织支持和领导者-成员交换的补偿作用

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Purpose - The purpose of this article is to understand when and why employees engage in contextual performance directed toward one's organization and immediate supervisor. Design/methodology/approach - A survey was conducted to measure study variables. Data collected from 158 professional employees were subjected to confirmatory factor analysis and moderated hierarchical analysis was used to test hitherto untested hypotheses. Findings - Results indicate strong support for the hypothesized moderating effects, such that high levels of support compensated for low levels of conscientiousness in influencing contextual performance. Research limitations/implications - Although contextual performance is unlikely to influence one's level of conscientiousness, the cross-sectional design of the study does not permit firm conclusions regarding causality for the influence of support on contextual performance. Practical implications - Results indicate that, by providing organizational and supervisory support, organizations will be able to elicit contextual performance from those individuals who lack the personality predisposition to engage in contextual performance. Given the importance of contextual performance, the practical implications of study results are of immense value. Originality/value - This study makes several contributions. For instance, it extends Motowidlo et al.'s theory to include subjective measures of situational conditions as factors that interact with personality to influence contextual performance. The study responds to LePine et al.'s call for theory-based attempts to identify variables that have differential relationships across dimensions of contextual performance. Drawing on individual difference and social exchange perspectives, this study theorized and found that perceived organizational support moderates the relationship between conscientiousness and organization-directed contextual performance, and that the quality of the leader-member exchange experience moderates the relationship between conscientiousness and supervisor-directed contextual performance.
机译：目的-本文的目的是了解员工何时以及为何针对组织和直属上司进行情境绩效。设计/方法/方法-进行了一项调查以衡量研究变量。从158名专业员工那里收集的数据经过验证性因素分析，并采用温和的层次分析法来检验迄今未经检验的假设。结果-结果表明对假设的调节作用的有力支持，因此，高水平的支持可以弥补低水平的影响环境表现的自觉性。研究的局限性/含意-尽管情境表现不太可能影响一个人的尽责程度，但该研究的横断面设计并未就支持对情境表现影响的因果关系得出明确的结论。实际意义-结果表明，通过提供组织和监督支持，组织将能够从缺乏个性倾向来从事情境表现的个人中引起情境表现。考虑到情境表现的重要性，研究结果的实际意义是巨大的。原创性/价值-这项研究做出了一些贡献。例如，它扩展了Motowidlo等人的理论，将情境条件的主观度量包括为与人格相互作用以影响情境表现的因素。该研究回应了LePine等人的呼吁，即基于理论的尝试来识别在上下文表现维度之间具有不同关系的变量。该研究利用个人差异和社会交流的观点进行了理论分析，发现感知的组织支持减轻了责任感与组织主导的情境绩效之间的关系，而领导成员交流经验的质量减轻了责任感与主管指导的关系。情境表现。

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