The influence of relational performance theory

Podskoff and others believe that organizational citizenship behavior can act as a "lubricant" for organizational operation, reduce the mutual friction among "components" of the organization, promote the improvement of production efficiency, effectively coordinate the activities between team members and work groups, and enhance the ability of the organization to attract and retain outstanding talents, thus promoting the efficiency of the whole organization. Specifically, its role is manifested in the following five aspects:

(1) Organizational citizenship behavior is a voluntary cooperative behavior, which can consciously maintain the normal operation of the whole organization, thus reducing the amount of scarce resources occupied by maintaining the normal operation of the organization, that is, reducing the occupation of scarce resources;

(2) It can make the resources owned by the organization get rid of the shackles and put them into various production activities;

(3) It can improve the work efficiency of colleagues and managers;

(4) Being able to effectively coordinate the activities between team members and working groups;

(5) It can enhance the organization's ability to attract and retain outstanding talents.

Borman and Motowidlo distinguish the roles of job performance and relationship performance in personnel selection, and think that relationship performance includes organizational citizenship behavior and pro-organizational behavior, and superiors will treat job performance and relationship performance equally when evaluating subordinates' performance. Personality can effectively predict relationship performance, and become a regulating variable of total performance. The correlation between personality and relationship performance is higher than that between personality and total performance, which improves the effectiveness of personnel selection. The research of Motowidlo and VanScotter shows that the effective predictor of homework performance is cognitive ability, while the effective predictor of relationship performance is personality, which shows that the use of personality test in personnel selection will improve the overall validity of the test. It can be seen that relationship performance affects the effectiveness of personnel selection and is of great significance in personnel recruitment and selection.

The proposal of relationship performance has changed the traditional training content based on work skills, and requires that training can encourage relationship performance in work situations. Training researchers have raised questions related to team training, one of which is that the content of relationship performance should be increased. As Werner and Jon put forward, how can their work adapt to the more ambitious organizational planning, and how can conscious actions help other members to complete their work more effectively in their posts.

The introduction of relational performance expands the connotation of performance behavior indicators, and promotes those behaviors that are not clearly defined in job descriptions but will contribute to organizational performance to the performance level, thus making the traditional performance evaluation change from the personal level that emphasizes "people-work" to the organizational level that emphasizes "people-organization". Conway believes that the contribution of relationship performance to overall performance is equivalent to work performance, and all aspects of it have unique contributions to overall performance; Scott and Motowidlo suggest that interpersonal promotion and job dedication can predict overall performance better than job performance.