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Introduction
Individual work performance (IWP) is a relevant and often used outcome measure of studies in the occupational setting. In the past decades, a great deal of research in fields such as management, occupational health, and industrial-organizational psychology has been devoted to discovering the predictors and effects of IWP. Only later did attention arise for defining the construct of IWP and understanding its underlying structure (e.g. [21] Rotundo and Sackett, 2002; [9] Dalal, 2005). After all, a clear definition and theoretical framework of IWP is a prerequisite for valid measurement of the construct.
IWP was defined by [7] Campbell (1990, p. 704) as "behaviors or actions that are relevant to the goals of the organization." Thus, IWP focusses on behaviors or actions of employees, rather than the results of these actions. In addition, behaviors should be under the control of the individual, thus excluding behaviors that are constrained by the environment ([21] Rotundo and Sackett, 2002). In order to measure IWP, it is important to determine its underlying structure. Traditionally, the main focus of the IWP construct has been on task performance, which can be defined as the proficiency with which individuals perform the core substantive or technical tasks central to his or her job ([7] Campbell, 1990, pp. 708-9). Behaviors used to describe task performance often include work quantity and quality, job skills, and job knowledge (e.g. [21] Rotundo and Sackett, 2002; [7] Campbell, 1990).
Although it has long been recognized that IWP is a multidimensional construct ([7] Campbell, 1990; [3] Austin and Villanova, 1992), only more recently has the role of employee behaviors beyond task performance received full attention (e.g. [21] Rotundo and Sackett, 2002; [9] Dalal, 2005; [6] Borman and Motowidlo, 1993). It is now generally agreed upon that, in addition to task performance, the IWP domain consists of contextual performance and counterproductive work behavior (CWB) (e.g. [21] Rotundo and Sackett, 2002; [35] Viswesvaran and Ones, 2000). Contextual performance can be defined as behaviors that support the organizational, social, and psychological environment in which the technical core must function ([6] Borman and Motowidlo, 1993, p. 73). Behaviors used to describe contextual performance include, for example demonstrating effort, facilitating peer and team performance, cooperating, and communicating ([21] Rotundo and Sackett, 2002; [7] Campbell,...