From good to great: How to harness the power of extra-role performance
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“Good performance” at work almost always mean hitting specific KPIs tied directly to one’s job. However, there is another dimension to this that could be equally important but often goes unrewarded: extra-role performance.
When we think about good performance, we almost always mean exceeding specific KPIs tied directly to our job role. If you’re in sales, it’s probably how many clients you bring in per month; if you’re in HR, it could be the quality of your hires, and maintaining a good retention rate. This is also known as in-role performance—the results or output directly connected to your job function.
However, there is an additional dimension to ‘good’ performance that is sometimes acknowledged, but mostly goes unrewarded—self-motivated behavior that greatly benefits the organization but is not directly tied to an employee’s job role.
In psychology, this is called extra-role performance, sometimes also known as Organizational Citizenship Behavior or OCB. It’s when colleagues help their teammates when they are overloaded, help orient team members new to the organization, take it upon themselves to conserve company resources during tough times, make suggestions for improvement, and so on.
Extra-role performance is especially important to organizations during times of crisis (think natural disasters, a tanking economy, or a global pandemic), when in-role performance can’t drive the desired results due to reasons beyond everyone’s control.
It’s important to note that extra-role performance and OCB are very similar and are sometimes used interchangeably. They are both self-motivated behaviors and relate to going above and beyond a specified job role. However, extra-role behaviors also include whistleblowing and principled organizational dissent that is not a part of OCB.
Intrinsic Motivation and Extra-role Performance
Intrinsic motivation is a key driver of extra-role performance. Professor Rolf Van Dick, Chair of Social Psychology at Goethe
University in Frankfurt, notes that, “Motivation, in the end, is not only the level of effort we spend, it’s
also direction and persistence when facing obstacles or problems, and those people who are more intrinsically
motivated will show more of all three of these aspects of motivation: So they put in more effort, they go in the
right direction, and they are more persistent when problems arise.”
The correlation between motivation and extra-role performance, he adds, is twice as large as the
correlation between motivation and in-role performance. “So if we consider both aspects, in-role and extra-role
performance, I would think that employee motivation determines the overall performance in an organization to a
really large extent.”
Since intrinsic motivation plays such a pivotal role in driving extra-role performance, how does one go
about setting a foundation for a more intrinsically motivated workforce that is also more inclined to
participate in extra-role behaviors?
Start with a Map 🗾
Attuned, you can learn what truly motivates every single employee within your organization and how well those motivators are being met.
With this information, you can then figure out what you need to do to improve intrinsic motivation across the board and encourage behaviors that have a positive impact on the organization.
2. Promote Autonomy and Empowerment 🪁
To further nurture intrinsic motivation and encourage extra-role performance, it is crucial to provide employees with a sense of autonomy and empowerment. Micromanagement can stifle creativity and diminish the drive to go above and beyond. Instead, allow employees the freedom to make decisions and take ownership of their work. This sense of responsibility instills a greater sense of intrinsic motivation as individuals feel trusted and valued within their roles.
Managers should also empower employees by providing them with opportunities for growth and development. Encourage continuous learning through training programs, workshops, and mentoring initiatives. When employees feel supported in their professional development, they are more likely to demonstrate extra-role behaviors as they become invested in the long-term success of the organization.
3. Set a Precedent 👣
Make extra-role behaviors the norm, not the exception. As a team leader, you have the power to set the tone within the organization to encourage extra-role behaviors. Pitch in and offer your assistance when the team is facing a challenging task or deadline. This shows that no one is above helping out, regardless of their position or job description. Acknowledge and appreciate the team’s extra effort and dedication. Celebrate achievements and milestones, highlighting the contributions of individuals who have gone beyond their core responsibilities. This can be done through regular team meetings, where outstanding contributions are acknowledged and celebrated publicly.
By consistently setting the tone and reinforcing the importance of extra-role behaviors, you cultivate a work environment where employees feel empowered, motivated, and inspired to contribute their best to the organization’s success.
4. Tie it in with your mission🧭
By integrating extra-role behaviors into the fabric of the organization’s cultural blueprint, you ensure their enduring presence. Embed them within the company values, mission statement, or even a separate manifesto that serves as a guiding document. This manifesto should emphasize the importance of cultivating the softer, more human qualities of workplace dynamics, such as empathy, collaboration, and support. When these behaviors are deeply ingrained in the organization’s core principles, employees are more likely to embrace and embody them as an integral part of their work culture.
5. Regularly Communicate Organizational Impact💪
Employees are more likely to engage in extra-role behaviors when they understand the positive impact their actions have on the organization as a whole. Regularly communicate success stories and examples of how these behaviors have contributed to the organization’s goals and objectives. This not only reinforces the importance of extra-role performance but also provides a sense of meaning and purpose for employees.
Furthermore, create channels for employees to share their ideas and suggestions for improvement. Actively seek their input and involve them in decision-making processes. When employees feel that their voices are heard and their contributions are valued, they are more motivated to go above and beyond their job responsibilities.
Conclusion
The true potential of an organization lies not only in the sum of individual performances but also in
the collective effort of employees who willingly go the extra mile. Organizations that recognize and encourage
extra-role performance can unlock a wealth of benefits which include strengthened organizational resilience
during challenging times, and a positive impact on the overall organizational culture. By valuing and promoting
extra-role performance, organizations can tap into the collective potential of their employees and foster an
environment where everyone is motivated to contribute their best.
In this article, which was originally published in Fast Company, Attuned’s CEO Casey Wahl explains why he could never go back to the way things were pre-pandemic, and why companies need to take a data-driven approach to decide on their own RTO strategy.
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July 24, 2023
By Team Attuned 
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