References
- Aiken, L. S., & West, S. G. (1991). Multiple regression: Testing and interpreting interactions. Thousand Oaks, CA: Sage Publishers.
- Barrick, M. R., & Mount, M. K. (1993). Autonomy as a moderator of the relationships between the big five personality dimensions and job performance. Journal of Applied Psychology, 78, 111–118.
- Beaty, J. C., Jr., Cleveland, J. N., & Murphy, K. R. (2001). The Relation between personality and contextual performance in “strong” versus “weak” situations. Human Performance, 14, 125–148.
- Borman, W. C., & Motowidlo, S. J. (1993). Expanding the criterion domain to include elements of contextual performance. In N. Schmitt & W. Borman (Eds.), Personnel selection in organizations (pp. 71–98). New York: Jossey-Bass.
- Brief, A. P., & Motowidlo, S. J. (1986). Prosocial organizational behavior. Academy of Management Review, 11, 710–725.
- Christian, M. S., Garza, A. S., & Slaughter, J. E. (2011). Work engagement: A quantitative review and test of its relations with task and contextual performance. Personnel Psychology, 64, 89–136.
- Farh, J. L., Podsakoff, P. M., & Organ, D. W. (1990). Accounting for organizational citizenship behavior: Leader fairness and task scope versus satisfaction. Journal of Management, 16, 705–721.
- Fiedler, F. (1967). A theory of leadership effectiveness. New York: McGraw-Hill.
- Fuller, J. B., Hester, K., & Cox, S. S. (2010). Proactive personality and job performance: Exploring job autonomy as a moderator. Journal of Managerial Issues, 12, 35–51.
- George, J. M. (1991). State or trait: Effects of positive mood on prosocial behaviors at work. Journal of Applied Psychology, 76, 299–307.
- Gomez-Mejia, L. R., Welbourne, T. M., & Wiseman, R. M. (2000). The role of risk sharing and risk taking under gainsharing. Academy of Management Review, 25, 492–507.
- Griffin, M. A., Neal, A., & Neale, M. (2000). The contribution of task performance and contextual performance to effectiveness: Investigating the role of situational constraints. Applied Psychology: An International Review, 49, 517–533.
- Hackman, J. R., & Oldham, G. R. (1975). Development of the job diagnostic survey. Journal of Applied Psychology, 60, 159–170.
- Humphrey, S. E., Nahrgang, J. D., & Morgeson, F. P. (2007). Integrating motivational, social and contextual work design features: A meta-analytic summary and theoretical extension of the work design literature. Journal of Applied Psychology, 92, 1332–1356.
- Kahya, E. (2007). The effects of job characteristics and working conditions on job performance. International Journal of Industrial Ergonomics, 37, 515–523.
- Kaplan, E. M., & Cowen, E. L. (1981). Interpersonal helping behavior of industrial foremen. Journal of Applied Psychology, 66, 633–638.
- Koopmans, L., Bernaards, C. M., Hildebrandt, V. H., Schaufeli, W. B., De Vet, H. C., & Van der Beek, A. J. (2011). Conceptual frameworks of individual work performance: A systematic review. Journal of Occupational and Environmental Medicine, 53, 856–866.
- Langfred, C. W., & Moye, N. A. (2004). Effects of task autonomy on performance: An extended model considering motivational, informational, and structural mechanisms. Journal of Applied Psychology, 89, 934–945.
- Larson, J. R., & Callahan, C. (1990). Performance monitoring: How it affects productivity. Journal of Applied Psychology, 75, 530–538.
- Lawrence, B. S. (1988). New wrinkles in the theory of age: Demography, norms, and performance ratings. Academy of Management Journal, 31, 309–337.
- Mischel, W. (1977). The interaction of person and situation. In D. Magnusson & N. S. Endler (Eds.), Personality at the crossroads: Current issues in interactional psychology. Hillsdale, NJ: Erlbaum.
- Motowidlo, S. J., & Van Scotter, J. R. (1994). Evidence that task performance should be distinguished from contextual performance. Journal of Applied Psychology, 79, 475–480.
- Niehoff, B. P., & Moorman, R. H. (1993). Justice as a mediator of the relationship between methods of monitoring and organizational citizenship behavior. Academy of Management Journal, 36, 527–556.
- Nunnally, J. C. (1978). Psychometric theory (2nd ed.). New York: McGraw Hill.
- Oldham, G. R., & Fried, Y. (2016). Job design research and theory: Past, present and future. Organizational Behavior and Human Decision Processes, 136, 20–35.
- Oldham, G. R., & Hackman, J. R. (2010). Not what it was and not what it will be: The future of job design research. Journal of Organizational Behavior, 31(2–3), 463–479.
- Olson, D. M., & Borman, W. C. (1989). More evidence on relationships between the work environment and job performance. Human Performance, 2, 113–130.
- Organ, D. W. (1997). Organizational citizenship behavior: It's construct clean-up time. Human Performance, 10, 85–97.
- Parker, S. (2014). Beyond motivation: Job and work design for development, health, ambidexterity, and more. Annual Review of Psychology, 65, 661–691.
- Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26, 513–563.
- Smith, C. A., Organ, D. W., & Near, J. P. (1983). Organizational citizenship behavior: Its nature and antecedents. Journal of Applied Psychology, 68, 453–463.
- Taylor, F. W. (1911). The principles of scientific management. New York: Harper & Brothers.
- Thompson, J. (1967). Organizations in action. New York: Wiley.
- Vadera, A. K., Pratt, M. G., & Mishra, P. (2013). Constructive deviance in organizations: Integrating and moving forward. Journal of Management, 39(5), 1–56.
- Van Scotter, J. R., & Motowidlo, S. J. (1996). Interpersonal facilitation and job dedication as separate facets of contextual performance. Journal of Applied Psychology, 81, 525–531.
- Welbourne, T. M., & Gomez-Mejia, L. R. (1995). Gainsharing: A critical review and a future research agenda. Journal of Management, 21, 559–609.