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Their role-based performance scale consists of five dimensions of roles relevant

in the workplace. The dimensions Welbourne and colleagues (1998) have identified as

important are job, career, innovator, team and organization roles. The job role has been

specifically related to the task behaviors expected of an individual (e.g. “quality of work

output”), the career role is descriptive of the individual’s ability to make a successful

career (e.g. “seeking out career opportunities”), the innovator role assesses an

employee’s creative potential (e.g. “coming up with new ideas”), the team role concerns

the ability of an individual to cooperate with others given the increasingly group-based

nature of many jobs (e.g. “working as part of a team/work group”), and organization role

that reflects the willingness of an employee to engage in beneficial acts for the company

(e.g. “doing good things for the company”) (Welbourne et al., 1998: p.554-p.555).

In order to accomplish the purpose of this dissertation to delineate a broad

repertoire of role sets that employees engage in and identify the antecedents and

outcomes associated with role schemas, I review the literature on roles and organize it in

a theoretical framework. First, I derive a set of roles based on a comprehensive literature

review in order to identify the core dimensions of role behaviors. In order to accomplish

this, I draw on several research streams: organizational citizenship behavior (Smith,

Organ, & Near, 1983; Podsakoff, MacKenzie, Moorman, & Fetter, 1990), contextual

performance (Van Scotter & Motowidlo, 1996), personal initiative (Frese, Kring, Soose

& Zempel, 1996; Frese & Fay, 2001), creativity (Oldham & Cumming, 1996; Woodman,

Sawyer, & Griffin, 1993), cooperation and competition in a negotiation context (Chen &

Tjosvold, 2002; Deutsch, 2001; De Dreu, Weingart, & Kwon, 2000).

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