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Adam W. Meade
North Carolina State University
Multi-level modeling was used to understand how supervisor assign overall job performance
ratings. Results indicated a uniform relationship between task and overall performance ratings
across supervisors but significant variability in the relationship between contextual and overall
performance ratings. Employee and supervisor attributes were examined to explain this variability.
Multilevel Performance
Multilevel Performance
=
,
2
where uc is the residual level-1 variance in the
unconditional model (i.e., the model with no
predictors) and 2c is the residual level-1 variance for
the model which includes the predictor of interest.
The results indicate that task performance ratings
alone account for 64.69% of the variance ratings
while the variability accounted for by contextual
performance alone is 54.02%.
As predicted by Hypothesis 2(a), the slope
relating task performance to overall performance did
not vary significantly across supervisors (11 = .004,
Z = .42, p = .34). Conversely, as predicted by
Hypothesis 2(b), the results of the contextual
performance model indicated that the slope relating
contextual performance to overall performance does
vary significantly across supervisors (11 = .11, Z =
2.91, p < .01). Based on these results, a model was
specified in which both task performance and
contextual performance are included as level-1
predictors of overall performance, with the contextual
performance slope, but not the task performance
slope, allowed to vary across level-2 units. The
results of this model indicate that, together, task and
contextual performance account for 73.52% of the
trooper-level variability in overall performance
ratings (see Table 1). Level-1 residual variance
remained significant (2 = 0.11, z = 9.79, p < .01),
thus, additional potential level-1 predictors of overall
performance ratings were investigated.
Hypotheses 3 and 4 stated that trooper
tenure would be positively related to overall
performance and that tenure will moderate the
relationship between contextual performance and
Multilevel Performance
Multilevel Performance
References
Bergeron, D. M. (2007). The potential paradox of
organizational citizenship behavior: Good
citizens at what cost? Academy of
Management Review, 32, 1078-1096.
Borman, W. C., & Motowidlo, S. J. (1993).
Expanding the criterion domain to include
elements of contextual performance. In N.
Schmitt, & W. C. Borman (Eds.), Personnel
selection in organizations (pp. 71-98). San
Francisco: Jossey-Bass.
Borman, W. C., White, L. A., & Dorsey, D. W.
(1995). Effects of ratee task performance
and interpersonal factors on supervisor and
Multilevel Performance
Multilevel Performance
8
Table 1
Results of Task and Contextual Performance Model
Fixed Effect
Coefficient
SE
df
t Value
Intercept, 00
5.002
0.026
85
195.26
<.0001
Task performance, 10
0.891
0.043
236
20.49
<.0001
Contextual performance, 20
0.156
0.041
236
3.81
.0002
Coefficient
SE
Z Value
00
0.019
0.010
1.94
0.0259
10
0.004
0.008
0.44
0.6592
11
0.035
0.014
2.58
0.005
0.107
0.011
9.79
<.0001
Random Effect