Effect of context on performance approach orientation

Abstract

We proposed and tested a theoretical model that argues that different work contexts influence the relationship between performance approach orientation and work performance. Across three studies and three different types of work performance, results consistently supported a theorized interaction between performance approach orientation and rewarding climate. Two self-rating studies showed generally similar interactions, with some important differences in the significance of the simple slopes. Larger differences emerged between the self-rating and a supervisor rating study. The present research supports a model in which type of work (part time vs. full time), rewarding climate, the criterion of performance (supervisor vs. self-rating), and type of work performance are important contextual components of a model relating performance approach orientation to work performance.