Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

The meaning of job performance in collectivistic and high power distance cultures Evidence from three Latin American countries

The meaning of job performance in collectivistic and high power distance cultures Evidence from... Purpose – Three broad behavioral categories have been related to organizational goals: task (in‐role), citizenship (extra‐role), and counterproductive behaviors. Because most studies modeling these behaviors have been conducted in culturally similar contexts (individualistic and relatively low power distance settings), the purpose of this paper is to test the invariance of such a triad categorization of performance in collectivistic and high power distance contexts. Design/methodology/approach – Data of employees' proficiencies ( n = 1,022) in 34 work activities representing the three behavioral performance categories were factor analyzed. Data were collected by adapting existing behavioral‐based instruments exhibiting strong psychometric properties. Findings – Although results corroborate the existence of a triad categorization of employee behaviors, culture‐specific variations attesting to the partitioning of in‐role behaviors according to the distribution of power in organizations were found. Results also suggest that collectivistic individuals narrowly conceptualize extra‐role behaviors by excluding discretionary interpersonal actions. Practical implications – The paper's findings contribute to our understanding of how job performance varies in a global economy. These variations must be considered in appraisal instruments, especially in organizations operating across cultural contexts. Originality/value – This paper is believed to be the first to test the cultural invariance of a triad categorization of relevant employee behaviors. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Cross Cultural Management Emerald Publishing

The meaning of job performance in collectivistic and high power distance cultures Evidence from three Latin American countries

Download PDF
20 pages

Loading next page...
 
/lp/emerald-publishing/the-meaning-of-job-performance-in-collectivistic-and-high-power-047I00yq7I

References (90)

Publisher
Emerald Publishing
Copyright
Copyright © 2010 Emerald Group Publishing Limited. All rights reserved.
ISSN
1352-7606
DOI
10.1108/13527601011086603
Publisher site
See Article on Publisher Site

Abstract

Purpose – Three broad behavioral categories have been related to organizational goals: task (in‐role), citizenship (extra‐role), and counterproductive behaviors. Because most studies modeling these behaviors have been conducted in culturally similar contexts (individualistic and relatively low power distance settings), the purpose of this paper is to test the invariance of such a triad categorization of performance in collectivistic and high power distance contexts. Design/methodology/approach – Data of employees' proficiencies ( n = 1,022) in 34 work activities representing the three behavioral performance categories were factor analyzed. Data were collected by adapting existing behavioral‐based instruments exhibiting strong psychometric properties. Findings – Although results corroborate the existence of a triad categorization of employee behaviors, culture‐specific variations attesting to the partitioning of in‐role behaviors according to the distribution of power in organizations were found. Results also suggest that collectivistic individuals narrowly conceptualize extra‐role behaviors by excluding discretionary interpersonal actions. Practical implications – The paper's findings contribute to our understanding of how job performance varies in a global economy. These variations must be considered in appraisal instruments, especially in organizations operating across cultural contexts. Originality/value – This paper is believed to be the first to test the cultural invariance of a triad categorization of relevant employee behaviors.

Journal

Cross Cultural Management – Emerald Publishing

Published: Oct 26, 2010

Keywords: Employee behaviour; Performance management; Venezuela; Colombia; Ecuador

There are no references for this article.