Changes in the last decades have led to exploring and considering alternative conceptualizations for job performance that may be relevant in an organizational context that has distinctive characteristics. A series of economic crises and technological developments have led to an unstable and insecure work environment, which in turn has required greater adaptability not only for organizations but also for employees, who have seen how their work was no longer guaranteed for the rest of their lives like yesteryear (Walton, 2016). In search of greater employability and adaptability, employees have been forced to display performance that goes beyond basic job specifications.
In this context, the general objective of this doctoral dissertation is to study the antecedents and dynamics of organizational citizenship behavior and creative performance, two relevant dimensions of job performance that meet this requirement of going beyond the job description, commonly associated with in-role performance.
The first of the constructs that we analyze is organizational citizenship behavior. It is considered as discretionary individual behavior, not recognized directly or explicitly by the formal reward system that, taken together, promotes the effective functioning of the organization (Organ, 1988). On the other hand, creative performance is "the production of useful and new ideas by an individual or small group of individuals working together (Amabile, 1988, p. 126)". To study both constructs, we start from a validation study (Study 1) that supports the notion that in-role performance, organizational citizenship behavior, and creative performance are separate constructs and with sufficient identity in themselves but that at the same time are part of a second-order construct such as job performance. Later, Study 2 analyzes the factors that promote organizational citizenship behavior and examine the processes that can lead to it, specifically the possible mechanism that operates between job autonomy and self-efficacy and organizational citizenship behavior through the four dimensions of job crafting ('increasing structural job resources', 'decreasing hindering job demands', 'increasing social job resources', and 'increasing challenging job demands'). Study 3 examines the dynamic relationship that can exist between a classic indicator of well-being, such as job satisfaction, in its two facets of intrinsic and extrinsic, with creative performance; thus, the possible effect of job satisfaction on creative performance is considered, as well as the possible effect of creative performance on job satisfaction.
Last but not least, in order to begin to intuit more clearly the causal processes involved in the relationships studied, the studies have been carried out from a longitudinal perspective, thus gathering an increasingly strong demand in the scientific community. In our case, we are working with two (Study 2) and three (Study 3) sample collection times.