Decelerating the diminishing returns of citizenship on task performance: the role of social context and interpersonal skill.

Recent scholarship on citizenship behavior demonstrates that engaging too often in these behaviors comes at the expense of task performance. In order to examine the boundary conditions of this relationship, we used resource allocation and social exchange theories to build predictions regarding moderators of the curvilinear association between citizenship and task performance. We conducted a field study of 366 employees, in which we examined the relationship between the frequency of interpersonal helping behavior and task performance and tested for the moderating influences of 3 social context features (social density, interdependence, and social support) and of employees' levels of interpersonal skill. Results provided corroborating evidence of the diminishing returns between citizenship and task performance. Further, these diminishing returns were decelerated when contexts were characterized by high interdependence and social density and when employees possessed strong interpersonal skills. Implications for extending future citizenship theory and research to incorporate curvilinearity are presented.

The milieu of managerial work: an integrative framework linking work context to role requirements.

Theoretical and empirical efforts focusing on the interplay between work context and managerial role requirements have been conspicuously absent in the scholarly literature. This paucity exists despite over 60 years of research concerning the requirements of managerial work and with the rather universal recognition that work context meaningfully shapes organizational behavior. The authors developed a theoretical model linking different types of role requirements to different forms of work context. They empirically tested this framework with a nationally representative sample of 8,633 incumbent spanning 52 managerial occupations. Findings from hierarchical linear modeling analyses demonstrated that discrete forms of context (task, social, and physical) exert significant and predictable effects on managerial role requirements.