The Relationships of Contextual Performance with Person-Organization Fit, Perceived Organizational Prestige and Organizational Identity Strength: the Mediating Role of Organizational Commitment

Abstract

The primary purpose of this paper is to investigate whether affective, normative and continuance commitment mediates the relationships between person-organization fit, perceived organizational prestige, organizational identity strength and contextual performance. Contextual performance does not contribute through the organization’s core technical process but it does maintain the broader organizational, social and psychological environment in which the technical core must function (Borman and Motowidlo, 1993). They said that “contextual performance includes activities that promote the viability of the social and organizational network and enhance the psychological climate in which the technical core is embedded; activities such as helping and cooperating with others; following organizational rules and procedures even when personally inconvenient; endorsing, supporting and defending organizational objectives; persisting with extra enthusiasm when neccessary to complete own task successfully; and volunteering to carry out task activities that are not formally part of the job” (Borman and Motowidlo, 1993).Such growth in the number of studies addressing to determining which factors affect the contextual performance. In this studies conscientiousness (Kamdar and Van Dyne, 2007), job satisfaction (Bowling, 2010; Crede, Chernyshenko, Bagraim and Sully, 2009), organizational justice and emotional intelligence (Devonish and Greenidge, 2010), perceived external prestige and affective commitment (Carmeli, 2005) was examined. Carmeli emphasized that employees who hold strong affective commitment are more likely to be involved in organizational citizenship behavior than employees possessing weak affective commitment. Muhammad (2014) also pointed out that when employee received an organizational support from his/her own organization this might be working as an impulsion for his/her organizational behaviors. In addition, it would be reasonable to analysis cause effect of person-organization fit, oragnizational identity strength, and perceived organizational prestige on organizational commitment and contextual performance.