This document describes a task performance scale used by leaders to rate subordinates. It consists of 17 questions that assess how well subordinates complete assigned duties, fulfill job responsibilities, perform expected tasks, meet job requirements, engage in job-related activities, and help coworkers. Leaders indicate their level of agreement with each statement on a 7-point scale ranging from strongly disagree to strongly agree.

1. Task Performance Scale – Leader Rated Subordinate Task Performance Scale
Task Performance Scale
The following questions concern your perceptions about your
Strongly Disagree
subordinate(s).
Strongly Agree
Adequately completes assigned duties 1 2 3 4 5 6 7
Fulfills responsibilities specified in job description 1 2 3 4 5 6 7
Performs tasks that are expected of him/her. 1 2 3 4 5 6 7
Meets formal performance requirements of the job 1 2 3 4 5 6 7
Engages in activities that will directly affect his/her performance evaluation. 1 2 3 4 5 6 7
Neglects aspects of the job he/she is obligated to perform. (R) 1 2 3 4 5 6 7
Fails to perform essential duties. (R) 1 2 3 4 5 6 7
Helps others who have been absent. 1 2 3 4 5 6 7
Helps others who have heavy work-loads. 1 2 3 4 5 6 7
Assists supervisor with his/her work (when not asked). 1 2 3 4 5 6 7
Takes time to listen to co-workers’ problems and worries. 1 2 3 4 5 6 7
Goes out of way to help new employees. 1 2 3 4 5 6 7
Takes a personal interest in other employees. 1 2 3 4 5 6 7
Passes along information to co-workers. 1 2 3 4 5 6 7
Attendance at work is above the norm. 1 2 3 4 5 6 7
Gives advance notice when unable to come to work. 1 2 3 4 5 6 7
Takes undeserved work breaks. (R) 1 2 3 4 5 6 7
Great deal of time spent with personal phone conversations. (R) 1 2 3 4 5 6 7
Complains about insignificant things at work. (R) 1 2 3 4 5 6 7
Conserves and protects organizational property. 1 2 3 4 5 6 7
Adheres to informal rules devised to maintain order. 1 2 3 4 5 6 7
Note: Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment
as predictors of organizational citizenship and in-role behaviors.Journal of Management, 17,
601–617.