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The purpose of this article is to understand when and why employees engage in contextual performance directed toward one's organization and immediate supervisor.

A survey was conducted to measure study variables. Data collected from 158 professional employees were subjected to confirmatory factor analysis and moderated hierarchical analysis was used to test hitherto untested hypotheses.

Results indicate strong support for the hypothesized moderating effects, such that high levels of support compensated for low levels of conscientiousness in influencing contextual performance.

Although contextual performance is unlikely to influence one's level of conscientiousness, the cross‐sectional design of the study does not permit firm conclusions regarding causality for the influence of support on contextual performance.

Results indicate that, by providing organizational and supervisory support, organizations will be able to elicit contextual performance from those individuals who lack the personality predisposition to engage in contextual performance. Given the importance of contextual performance, the practical implications of study results are of immense value.

This study makes several contributions. For instance, it extends Motowidlo et al.'s theory to include subjective measures of situational conditions as factors that interact with personality to influence contextual performance. The study responds to LePine et al.'s call for theory‐based attempts to identify variables that have differential relationships across dimensions of contextual performance. Drawing on individual difference and social exchange perspectives, this study theorized and found that perceived organizational support moderates the relationship between conscientiousness and organization‐directed contextual performance, and that the quality of the leader‐member exchange experience moderates the relationship between conscientiousness and supervisor‐directed contextual performance.

Continuous learning has been referred to as an integral phenomenon of learning organization. While a range of studies have associated continuous learning with employee performance; understanding of this relationship remains underdeveloped in the context of mergers and acquisitions. The present study investigates the relationship among continuous learning, change-efficacy and contextual performance of employees working with a recently merged bank and further explores the mediating role of employees' change-efficacy in relationship between continuous learning and contextual performance of employees.

A research model with underlying hypothesis is proposed by drawing upon the theory of transformative learning, social cognitive theory and theory of change management. Cross-sectional data was collected from bank employees undergoing integration in a post-merger phase.

The findings of the study suggest that continuous learning influences employees' change-efficacy and change-efficacy significantly mediates the relationship between continuous learning and contextual performance of employees. The empirical association drawn from the variables has been recognized by extant research as a brighter manifestation of learning organizations.

The research is undertaken in a large Indian bank and the analysis is based on cross-sectional data which may not be generalized across a broader range of sectors and international environment.

The findings of the study have a potential to help HR practitioners to utilize continuous learning in change management by enhancing contextual performance of employees post-mergers and acquisitions.

The study is one of its kinds in a post-merger setup which captures the outcomes of continuous learning by either confirming or extending the existing theories.

This paper has two main purposes. One purpose is to examine the mediating role of affective commitment in the relationship between psychological climate and contextual and task performance. Another purpose is to conceptualize and measure the psychological climate.

Data were analyzed using a sample of 514 employees working in 12 public sector companies in India. Partial least squares (PLS) technique was used to test the proposed research framework.

The results of this study revealed that affective commitment has a mediating role in the relationship between psychological climate and contextual performance as well as between psychological climate task performance.

The findings of this study augment the theory of psychological climate by suggesting that individuals perceiving high a psychological climate are likely to have the high affective commitment that ultimately leads to higher performance.

Public sector companies are encouraged to provide a favorable psychological climate that can emotionally commit the employees to perform well.

This study is one of its kinds to overcome the limitations of the earlier studies such as in examining the effect of higher-order psychological climate on task and contextual performances.

This study examines the role of personality and work experience in predicting two measures of job performance: Proficiency on the job tasks assigned to employees (task performance) and discretionary behaviors (e.g., helping) that may or may not be performed by employees (contextual performance). The two types of performance measures were shown to have different patterns of association with work experience and personality dimensions, such that personality was more predictive of contextual performance, while job experience was more predictive of task‐based performance. Noticeably, conscientiousness did not predict task‐based performance. Implications and limitations of the present study, as well as directions for future research, are discussed.

The purpose of this paper it to report the findings of an empirical study into managers’ job performance. A new measure was developed from the literature to test and establish the multidimensional structure of managers’ contextual and task performance.

Field ratings by executives explicitly and simultaneously measured both managers’ contextual and task performance. A cross-sectional questionnaire was administered to a variety of public and third sector managers from a range of private, public and third sector occupations residing in (Western) Australia. A purposive sample yielded a response rate of 32 percent. Factor analysis was used to determine the items that constitute executives’ perceptions of managers’ performance using downward appraisal (i.e. by the person to whom a manager reports).

The construct “managers’ job performance” was found to be multidimensional; consisting of four distinct contextual factors (Following, Persisting, Helping, Endorsing) and a further four distinct task factors (Delegating, Monitoring, Technical, Influencing).

Performance appraisals of managers represent new items and factors that more accurately reflect the nature of the broader roles undertaken by managers, including transformative and ethical leadership. Findings from this study assist in establishing the structure for the subsequent appraisal of managers’ contextual and task performance. Future researchers could test the applicability and replicability of this new instrument in more diverse industry contexts using confirmatory statistical analysis.

Emotions are an important aspect of work performance but are often overlooked, especially amongst preschool teachers whose work environment is laden with emotional job demands. The present study aims to examine the mediating role of emotional exhaustion in the relationship between emotional labour and contextual performance.

Using a cross-sectional design, data were obtained from 288 preschool teachers in the Tema Metropolis in the Greater Accra region of Ghana. The study's hypotheses were tested using structural equation modelling with maximum likelihood estimation in AMOS 21.0.

The structural equation modelling analyses revealed that deep acting had a direct positive relationship with contextual performance, whereas the direct relationship between surface acting and contextual performance was not statistically significant. Furthermore, deep acting and surface acting were indirectly related to contextual performance via emotional exhaustion.

The study's findings underscore the need for educational institutions and managers to create a supportive environment for teachers engaging in emotional labour, and to ensure that emotional labour is not overburdening teachers.

The study contributes to the literature on teachers' engagement in discretionary behaviours by elucidating emotional exhaustion as a linking mechanism between emotional labour and contextual performance in a non-Western context. This is one of the few studies to link emotional labour to contextual performance in the educational context.

This study analyzes, from the perspective of social exchange theory, the influence of empowering leadership on contextual performance mediated by perceived organizational support (POS) and affective organizational commitment (AOC).

A survey was carried out with 182 employees of the Best Companies to Work in Brazil. Data analysis was performed by structural equation modeling (SEM) and by fuzzy set qualitative comparative analysis (fsQCA).

Results demonstrate that empowering leadership directly influences higher contextual performance and indirectly through the mediation of AOC, but not through POS. Serial mediation confirms that the model's variables self-promote each other to ultimately foster higher performance. Furthermore, all solutions to obtain high contextual performance include empowering leadership in the dimension of trust in the high performance of employees.

The statistical support for the serial mediation indicates that empowering leadership promotes POS, which influences AOC that finally promotes the employee's contextual performance. However, this study's model does not include employees' task performance; our results add to the contextual performance literature.

The study highlights the role of the empowering leadership style in the organizational context, an aspect that deserves attention from the managers and organizations due to its effect on employee performance.

The study adds a new framework to the literature, which can be used by organizations to promote contextual performance. The variables, which include contextual and individual factors, foster the employee's contextual performance in a joint and self-promoting way. Contextual performance exceeds the manager's technical attributions; it covers psychological and discretionary behaviors.

The purpose of this paper is to investigate the relationship between authentic leadership and contextual performance of nursing staff while considering the mediating effect of psychological capital and moderating effect of autonomy on this association.

Data were gathered from 41 small and medium-sized hospitals situated in the state of Uttarakhand, India. The sample for the study included 530 nurses and their 146 supervisors. Process macro (Hayes) was used to examine the influence of authentic leadership on contextual performance and the mediating effect of psychological capital and moderating role of autonomy in the relationship between authentic leadership and contextual performance.

Results indicate that authentic leadership is positively linked to contextual performance of nurses. Furthermore, psychological capital is found to mediate the relationship between authentic leadership and contextual performance while autonomy acts as a moderator between psychological capital and contextual performance.

Findings of this investigation would help healthcare managers to understand the importance of developing the psychological capital of healthcare workers. The paper draws attention of hospital administrators toward the need for setting up an appropriate environment wherein nurses are given a certain degree of autonomy to perform their task more effectively. This study also highlights the importance of an effective leadership style, namely authentic leadership in influencing contextual performance in service-oriented organizations such as healthcare institutions, as investigated in this study.

While extensive literature is available on authentic leadership and its impact on followers’ behavior, very little work seems to have been done to show a linkage between authentic leadership and contextual performance, especially in the context of nurses in developing country such as India. This work, therefore, may be considered original and of significant value in understanding the relationships between the various constructs in the Indian scenario.

Extensive work related to examining predictors and determinants of employee engagement and job performance have been conducted in past studies. A dearth of studies relating organizational culture and employee engagement with contextual and task performance in the hospitality industry necessitated the present study. This study aims to examine variability in the task and contextual performance owing to employee engagement and organizational culture.

The study has been conducted in four districts of Himachal Pradesh using a multistage sampling technique. A total of 360 hotel employees were involved in collecting their responses through a structured questionnaire.

The results of multiple regression showed that vigor, dedication and absorption variables of employee engagement contribute toward contextual performance. Vigor and absorption affect the task performance of employees. In the case of contextual performance vigor shows maximum contribution followed by absorption and dedication whereas for task performance, the maximum contribution is exhibited by absorption followed by vigor. Organizational culture sub-variables of experimentation, autonomy and trust came out to be major predictors, which help to improve contextual and task performance of employees.

The study suggests that psychological ownership, along with trust toward top management can create an enriched work culture, which influenced both the contextual and task performance of employees. The findings of the study can be practically used by government and private organizations for improving workforce performance in the hospitality industry. Future research can be conducted based on the findings of the study.

The study provides insight on how and to what extent cultural and employee engagement variables can affect employee’s contextual and task performance. The present study adds value to the existing literature and investigates the role of culture and employee engagement in enhancing task and contextual job performance. Managers and policymakers can use the findings of the study to improve organizational culture, employee engagement and performance of the employees in the hospitality sector. The study opens avenues for future studies.

This study aims to investigate whether organizational commitment in small and medium-sized family enterprises (FSMEs) is associated with their employees’ contextual performance.

A quantitative and exploratory research approach was adopted focusing on FSMEs based in an inland region of Portugal. These were considered family firms, being owned exclusively by one or a small number of families. The data-collecting instrument was based on a questionnaire, with the final sample being composed of 101 employees.

The results obtained allow the conclusion that in FSMEs, affective commitment has a positive influence on contextual performance, as employees in this firm segment have an emotional connection in the context in which they are situated.

The authors can point out the fact that the strong association between affective commitment and employees’ contextual performance has a relevant role in FSMEs. Therefore, these firms must be aware of this type of organizational commitment, as affective commitment increasingly influences their employees’ and teams’ performance.

The study contributes to advancing theory regarding the relationship between organizational commitment and contextual performance in small and medium-sized enterprises with a family structure. A new dimension of organizational commitment (Imperative) was considered in the family firm context.