Please complete the Case Study. Answer all four questions and include any other information or opinion that you feel is relevant.

While job performance is closely related to underlying knowledge, skills, and abilities, contextual performance supports the organizational, social, and psychological environment in which the job is performed. Contextual activities are not related to a specific job or role but extend to all jobs in an organization. Contextual performance often reflects organizational values. For example, many Canadian companies actively support worthwhile causes as part of their desire to be good corporate citizens and may expect their employees to contribute time or money to these projects. The United Way campaign is one fundraising activity that enjoys strong corporate support. Volunteer fundraising activities on the part of employees are not related to specific jobs but may advance the goals of the organization. Contextual performance appears to fall into five major categories31: 1. Persisting with enthusiasm and extra effort as necessary to complete ones own task activities successfully. 2. Volunteering to carry out task activities that are not formally part of ones own job. 3. Helping and cooperating with others. 4. Following organizational rules and procedures. 5. Endorsing, supporting, and defending organizational objectives. Contextual performance is closely related to organizational citizenship behaviour (OCB).32,33 OCB is individual behaviour that is discretionary, that is not directly recognized by a formal reward system, and that, overall, promotes the effective functioning of the organization. The difference between contextual performance and OCB is that OCB is considered to be beyond the role requirements of a job and, thus, not rewarded. Contextual performance, on the other hand, is not required to perform specific job tasks, but it is behaviour, much like core competencies, that an organization wishes all of its employees to exhibit. Contextual performance is regarded as part of an employees role in an organization and is often rewarded through pay increases or promotion.34 In many ways, the contextual performance dimensions appear to be extensions of the eight job performance dimensions included in Campbells model.35 As we show in Table 5.1, several of Campbells job dimensions can be deemed to be aspects of contextual performance. For example, persisting with enthusiasm and extra effort appears to be related to demonstrating effort; volunteering to carry out tasks not part of ones job to facilitating peer and team performance; following organizational rules and procedures to maintaining personal discipline; and endorsing, supporting, and defending organizational objectives to supervision/leadership. We would categorize helping and cooperating with others as adaptive performance; however, keep in mind that some researchers would argue that adaptive behaviour is a form of contextual performance. Campbells job dimensions relate to specific jobs, while contextual performance may relate to broader organizational roles taken on by an employee without reference to specific job-related tasks. However, this distinction is becoming increasingly blurred. Hoffman and his colleagues36 did an extensive review of the relationship of organizational citizenship behaviour in relation to job task behaviour. They concluded that the various components of OCB could be mapped onto a single dimension that was distinct from, but strongly related to, task performance. They also concluded that because the OCB factor correlated with several job attitudes such as job satisfaction and commitment, OCBs should be considered when assessing job performance.