Task Revision: A Neglected Form of Work Performance

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Abstract
This study addressed the problem of task revision, a virtually unresearched issue in the work performance literature. We defined task revision as action taken to correct a faulty procedure, an inaccurate job description, or a role expectation that is dysfunctional for an organization. Two experiments were constructed to measure task revision and test for its determinants. Results showed that goal setting inhibited task revision: instructions to “do your best” were superior to a specific goal. Facilitators of task revision were the salience of alternatives and being in a supervisory position with accountability pressures. We discuss the implications of these results in terms of the functions of counter-role behavior for organizations and the need to broaden the construct of work performance.