Jon M. Werner

Implications of OCB and Contextual Performance for Human Resource Management

Abstract The literatures concerning organizational citizenship behavior and contextual performance are selectively reviewed in an effort to build a case for citizenship behaviors as one central element in a multi-dimensional individual performance construct. Next, five human resource management topics are reviewed (selection, training, compensation, appraisal, and labor/employee relations). Emphasis is placed upon how these functions are impacted by an explicit recognition of citizenship/contextual performance as part of individual-level performance. Linkages to other organizational issues are also made.

Designing and Evaluating E-Learning in Higher Education: A Review and Recommendations

In the past decade, there has been tremendous growth in the availability of college and university courses taught entirely online. In this manuscript, we review issues that impact the effectiveness of such electronic courses. We first address design and delivery issues for online courses. We then present a framework for addressing the institutional, technological, and student issues that should be simultaneously addressed in order for online courses to be effective. We also make recommendations concerning how to evaluate the effectiveness of online courses, and then discuss major constraints that can limit the effectiveness of such courses. We contend that the future success and viability of online coursework depends upon successfully addressing issues such as those raised in this manuscript.

Managerial ratings of in-role behaviors, organizational citizenship behaviors, and overall performance: testing different models of their relationship

Abstract Recent writings by Borman and Motowidlo [Borman WC, Motowidlo SJ. Expanding the criterion domain to include elements of contextual performance. In: Schmitt N, Borman WC, editors. Personnel Seclection in Organizations. San Francisco: Jossey-Bass, 1993. pp. 71–98], Organ [Organ DW, Organizational citizenship behavior: its construct clean-up time. Hum Perform 1997; 10: 85–97], and others have sought to clarify or reposition organizational citizenship behavior (OCB) as an element of a broadened definition of employee performance. We utilized confirmatory factor analysis to test several of the assumptions behind this new direction for OCB research. First, in support of prior research, we found that in-role behaviors (IRBs) and two dimensions of OCB (altruism and conscientiousness) were empirically distinct. Next, we found that overall performance ratings were predicted by ratings given concerning IRB and altruism, though not by ratings of the OCB dimension of conscientiousness. Third, a second-order factor analysis that specified four first-order factors loading on one general factor of performance was found to be consistent with the data. This is presented as support for including OCB dimensions within current definitions of employee performance. Finally, to address possible halo in the data, a second causal model was evaluated, where overall performance was viewed as causally prior to the other three measures. Implications are discussed.