A bigger piece of the pie: The relative importance of affiliative and change-oriented citizenship and task performance in predicting overall job performance

Abstract

We examine the extent to which both in-role (task performance) and extra-role dimensions of performance (organizational citizenship behaviors) account for variance in ratings of overall job performance by utilizing currently available meta-analytic estimates. Relative weight analysis results show that overall performance is determined more by three OCB forms in combination (RW=0.34; %RW=72.9%) than by task performance (RW=0.12; %RW=27.1%). Among the OCB forms, the relative weight of OCB-O (RW=0.17; %RW=36.9%) is greater than those of OCB-I (RW=0.11; %RW=0.22.9%) and OCB-CH (RW=0.06; %RW=13.1%). Consistent with the results from a relative weight analysis, results from a series of multiple regression analyses also show that the incremental contribution (ΔR2) of each performance dimension above and beyond the other performance dimensions is the highest for OCB-O (0.056), followed by those of task performance (0.041), OCB-CH (0.007), and OCB-I (0.003). We discuss the theoretical and practical implications of these findings along with study limitations and future research directions.