Abstract

The purpose of this study was to examine the impact of adaptive performance, contextual performance and task performance on supervisory reward decision by the field study and laboratory experiment. In field study, 150 managers rated task, contextual and adaptive performance of subordinates. In this laboratory study, 233 managers in the training program viewed and rated videotaped segment of three types of performance that demonstrated either high or low task performance, high or low contextual performance and high or low adaptive performance. In both studies, consistent with result of previous research, was the main effect of task and contextual performance has impact on the Supervisory reward decision. Evidence from both studies supported adaptive performance affects the supervisory reward decision. The task complexity moderates between adaptive performance and supervisory reward decision in field study. Regarding the interaction effect, the interaction effects of adaptive and contextual performance have also impact on the supervisory reward decision in experiment study. This study not only extends the nature of job performance but also tests adaptive performance contributes to organization performance indirectly. Eventually, by investigating respondents were both managers in manufacturing company, this study both balances causality and generalization.