Abstract
This article examines some basic issues that might pose conceptual challenges in applying ideas related to contextual performance and organizational citizenship behavior to human resource management. It considers labeling issues and differences between the origins and definitions of the terms, contextual performance, and organizational citizenship behavior, and argues that the labeling issues are less important than careful definition and measurement of the behavioral dimensions that these terms embrace. It also considers the conceptual status of organizational citizenship behavior and contextual performance as latent constructs or aggregate constructs according to distinctions presented by Law, Wong, and Mobley. And finally, it explores questions related to consequences of behavioral patterns connoted by these terms for organizational effectiveness and individual motivation, job satisfaction, and commitment.
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