Contextual and task performance must be considered separately because they do not necessarily occur in tandem. An employee can be highly proficient at her task, but be an underperformer regarding contextual performance. Task performance is defined as activities that transform raw materials into the goods and services that are produced by the organization.

These may be activities that replenish the supply of raw materials; distribute its finished products; or provide important planning, coordination, or supervising to enable the organization to function effectively and efficiently. Contextual performance is defined as those behaviors that contribute to the organization’s effectiveness by providing a good environment in which task performance can occur.

Both task and contextual performance are important dimensions to take into account in performance management systems. Imagine what would happen to an organization in which all employees are outstanding regarding task performance, but do not perform well regarding contextual performance. Many organizations now realize that there is a need to focus on both task and contextual performance because they cannot function properly without a minimum dose of positive contextual behaviors on the part of all employees.

There are numerous pressing reasons why both task and contextual performance dimensions should be included in a performance management system. Global competition is raising the levels of effort required of employees. There is an additional type of behavior that is another facet of contextual performance but is different from traditional ways of thinking about it: voice behavior. Voice behavior is a type of behavior that emphasizes expression of constructive challenge with the goal to improve, rather than merely criticize. Voice behavior challenges the status quo in a positive way and is about making innovative suggestions for change.