In recent years, contextual performance has emerged as an important aspect of overall job performance. Job performance is no longer considered to consist strictly of performance on a task. Rather, with an increasingly competitive job market, employees are expected to go above and beyond the requirements listed in their job descriptions. Contextual performance, which is defined as activities that contribute to the social and psychological core of the organization, is beginning to be viewed as equally important to task performance. Examples of contextual performance include volunteering for additional work, following organizational rules and procedures even when personally inconvenient, assisting and cooperating with coworkers, and various other discretionary behaviors. By strengthening the viability of social networks, these activities are posited to enhance the psychological climate in which the technical core is nested.
Read more about Contextual Performance: Overview, Taxonomy of Contextual Performance, Dispositional Predictors of Contextual Performance, Situational and Job-Related Predictors of Contextual Performance, Outcomes of Contextual Performance, Theoretical Implications, Practical Implications, Related Areas
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“True balance requires assigning realistic performance expectations to each of our roles. True balance requires us to acknowledge that our performance in some areas is more important than in others. True balance demands that we determine what accomplishments give us honest satisfaction as well as what failures cause us intolerable grief.”
—Melinda M. Marshall (20th century)