Perspectives on models of job performance

Contemporary models of job performance are reviewed. Links between task per formance, contextual performance, organizational citizenship behaviors, cou nterproductivity and organizational deviance are pointed out. Measurement i ssues in constructing generic models applicable across jobs are discussed. Implications for human resource management in general, and performance appr aisal far selection and assessment in particular, are explored. It is point ed out that the different dimensions or facets of individual job performanc e hypothesized in the literature are positively correlated. This positive m anifold suggests the presence of a general factor which represents a common variance shared across all the dimensions or facets. Although no consensus exists in the extant literature on the meaning and source of this shared v ariance (i.e., the general factor), rater idiosyncratic halo alone does not explain this general factor. Future research should explain the common ind ividual differences determinants of performance dimensions.