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Interactive Effects of Personality and Organizational Politics on Contextual Performance

L. A. Witt, K. Michele Kacmar, Dawn S. Carlson and Suzanne Zivnuska
Journal of Organizational Behavior
Vol. 23, No. 8 (Dec., 2002), pp. 911-926
Published by: Wiley
Stable URL: http://www.jstor.org/stable/4093677
Page Count: 16
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Interactive Effects of Personality and Organizational Politics on Contextual Performance
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Abstract

The authors explored the process of evaluating contextual performance in the context of a politically charged atmosphere. They hypothesized that the negative relationship between perceptions of organizational politics and contextual performance is weaker among workers high in three of the Big Five model of personality dimensions-agreeableness, extraversion, and conscientiousness. Data were collected from a matched sample of 540 supervisors and subordinates employed in the private sector. Results indicated that the interaction of politics and the personality dimension of agreeableness explained a significant incremental amount of variance in the interpersonal facilitation facet of contextual performance. These findings demonstrate the need to consider both the situation and the person as antecedents of contextual performance.

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