Main and interaction effects of task and contextual performance on supervisory reward decisions

Undergraduates (N = 494) participated in a managerial inbasket simulation while periodically interrupted by a videotaped subordinate who performed at 1 of 4 levels of task performance and 1 of 4 levels of contextual performance. After completing the inbasket, students decided how much of a pay increase to give the subordinate, whether to promote him, and whether to recommend him for a fast-track development program. Results showed significant main effects on reward decisions for both task performance, F(3, 479) = 69.6, p < .01, and contextual performance, F(3, 479) = 26.0, p < .01. The interaction effect was also significant, F(9, 479) = 9.6,p < .01, indicating that interpersonal effectiveness pays off more for people who are technically effective and technical effectiveness pays off more for people who are interpersonally effective.