The Function Model Of Psychological Contract Effects On Contextual Performance

In 1993, Borman and Motowidlo proposed the Contextual Performance(CP), based on theories of Organizational Citizenship Behavior, Prosocial Organizational Behavior and the soldier performance research. They pointed out employee performance could be divided into the work performance and the contextual performance. Contextual performance is not "in-role" behavior which could not be restricted by organizational chapter or other regulations. It has stability and similarity between different duties. This theory of Contextual Performance has opened up the usual enterprise's performance management thoughts; it takes employee "out-role" behavior into consideration rather than treat them as interference for the performance management. Based on the definition of contextual performance by Borman and Motowidlo, we know what the contextual performance measures is the organizational citizenship behavior (OCB), which will be affected by the employee's psychological contract(PC), that means psychological contract(PC) is the internal cause for the contextual performance degree. So author referred to Rousseau's narrow definition of psychological contract in the paper, which is about employees' expectation for the obligation from both the recruiter and himself. After describing CP and PC respectively in the first two chapters, this article summarized the domestic and foreign scholars' research about the effects of psychological contract on contextual performance in chapter 3.In Chapter 4, author proposed the function model of psychological contract's effects on contextual performance。 In the fifth chapter, author make use of the function model to a case study on ASA Corporation, the research had discovered that: When the enterprise manages finely, employees' contextual performance will be restricted in a certain degree, some factors of contextual performance (CP) would be connected with psychological contract(PC) quite firmly. When the staff feels the psychological contract has been violated, he/she will reduce his/her organizational citizenship behavior (OCB), and transfer to maintain good relationship with colleagues, especially for employees in China who emphasizes on the harmonious interpersonal relationship. If there's too much degree of personal relationship existing in the company, there might be some negative effect on the organizational effectiveness and company's culture. In the psychological contract, both of the transaction and the relational latitudes have a manifested effect on staffs leaving rate, internal recommendation rate as well as the initiative presents. Still managers with different management style and capability bring entirely different result. What could be expected is if the manager manipulate actively with interference method, the negative effect of violating psychological contract could be reduced.Based on the function model between contextual performance (CP) and psychological contract (PC), using the case study of ASA, this article aims to propose some suggestion on the behavior risk of employee violating psychological contract, hopefully it could help companies' human resource management. Due to the limitation of manpower and financial support, the model and some conclusions still needs further research and applicative experiments to check for its generous feasibility.