Showing papers on "Contextual performance published in 1989"

Job Satisfaction and Organizational Commitment in Relation to Work Performance and Turnover Intentions

Abstract: The differential associations that job satisfaction and organizational commitment have with job performance and turnover intentions were studied in a sample of bank tellers and hospital professionals. Results showed that organizational commitment was more strongly related than job satisfaction with turnover intentions for the tellers, but not for the professionals. Job satisfaction was related more strongly than organizational commitment with supervisory ratings of performance for both samples. The findings suggest that specific job attitudes are more closely associated with task-related out-comes such as performance ratings, whereas global organizational attitudes are more closely associated with organization-related outcomes like turnover intentions.

Personality and job performance: Evidence of incremental validity.

Abstract: It is suggested that personality variables are significant predictors of job performance when carefully matched with the appropriate occupation and organization. The present study investigates the relationship between specific personality variables and job performance in a sample (N= 43) of accountants. The results indicate that even with the effects of cognitive ability taken into account, three personality scales (orientation towards work; degree of ascendancy; and degree and quality of interpersonal orientation) are significantly related to important aspects of job performance. It is suggested that the overall validity of selection strategies might be improved with the addition of measures of relevant personality dimensions when appropriately matched to an occupation and organization.

Is the relationship between cognitive ability and job performance stable over time

Abstract: Schmidt, Hunter, and Outerbridge's (1986) causal model of job performance suggests that cognitive ability is the most important cause of job performance and that the relationship between ability and performance is stable over time. Research on both the stability of skilled performance and the ability requirements of tasks is inconsistent with this model. Our article describes an alternative model that ascribes a critical importance to ability during stages where workers are learning new tasks and performing unfamiliar functions (i.e., transition stages) but less so during stages where workers are performing well-learned, familiar tasks (i.e., maintenance stages). The alternative model is shown to account for the findings explained by the Schmidt et al. (1986) model, as well as for findings that cannot be accounted for by their model.

Organizational Behavior: The Management of Individual and Organizational Performance

Abstract: Introduction to organizational behaviour - people and organizations individual behaviour - individual characteristics - perception and personality motivation - learning and reinforcement motivation - needs and outcomes job motivation - evaluating and rewarding performance job design - intrinsic motivation job attitudes and behaviour job adaptation - careers and stress group and intergroup behaviour - group dynamics intergroup behaviour and conflict organizations - organizational theory organizational structure and design organizational processes - communication decision making leadership power and politics in organizations organizational change and development.

A field study of the relationship between the organizational feedback environment and performance

Abstract: This field study used the Job Feedback Survey (Herold & Parsons, 1985) and performance data gathered from multiple sources to examine the relationship between the perceived organizational feedback environment and performance. Regression analyses indicated that, while holding the other feedback variables constant, feedback from supervisory and organizational sources was related to reported job performance while feedback from peers and self was not. Most of the unique variance in performance explained by feedback was also accounted for by feedback from organizational and supervisory sources. Negative expressions from organizational/supervisory sources (e.g., the supervisor expressing anger, the company communicating dissatisfaction with poor performance) were related to lower performance, and positive job changes initiated by these sources (e.g., increasing responsibility, assignment to special jobs) were related to higher performance. Higher performers did not receive more feedback than lower performers but did receive more total positive feedback. Supplemental issues, possible explanations, and implications of the findings are discussed.

Putting Together the Pieces: A Closer Look at the Determinants of Job Performance

Abstract: A considerable amount of research has been and continues to be conducted concerning the determinants of individual job performance. A number of diverse perspectives have formed the basis of this research, including theories involving general abilities, motivation, feedback, leadership, and group processes. There is clearly a need for an integration of these theoretical perspectives so that researchers can gain a better understanding of the direct and indirect relationships associated with job performance. This article proposes a conceptual framework to guide researchers interested in the causal modeling of job performance.

Paths to the job satisfaction of bank employees

Abstract: Using a sample of 267 bank employees, this study traced the paths to the job satisfaction of employees at the workplace through the quality of life factors of job involvement and sense of competence. Results indicated that personal, job, and organizational climate factors influenced the ego investment or job involvement of people in their jobs, which in turn influenced the intrapsychic reward of sense of competence that they experienced, which then directly influenced employees' job satisfaction. Implications of these findings for managers are discussed.

Examining product managers' job satisfaction and performance using selected organizational behavior variables

Abstract: The product management form of organization has been around for quite a while; yet little empirical research has been done on product managers. This article reports a study of product managers and some organizational behavior factors which contribute to their job satisfaction and job performance. These factors include centralization of decision making, job structure, job scope, role ambiguity, and role conflict. Finally, several suggestions are made for creating an environment more conductive to having product managers who are satisfied with their jobs.

Evaluation of task and job skill linkage judgments used to develop test specifications

Abstract: The research on job analysis judgments, such as “time spent,” has been relatively limited, particularly with reference to external criteria remote from the job analysis operation. The more complex job analysis judgment linking a job skill to specific tasks or duties has not been systematically examined. While it would appear that a simple scaling of importance of a skill for a task or duty or a retranslation judgment would suffice, the fact is that a single job skill may be a prerequisite for performance in a variety of tasks, and any one task may require multiple skills of varying levels for effective performance. With a multiple assignment of tasks to job skills, the evaluation becomes considerably more difficult. In the present study, a sequence of statistical evaluations was conducted to examine, first, the reliability of the subject matter expert (SME) panel's association of tasks and job skills and, second, the factor structure of the task by job skill relationship. The results are discussed with reference to developing selection test specifications and test budgets.

Employee Education and Job Performance: Does Education Matter?:

Abstract: This study examines the relationship between the type of college degree, level of college degree, and superiors' perceptions of managers' attributes and their work performance in some management ar

Similarity of Sales Representatives' and Supervisors' Problem-Solving Styles and the Satisfaction-Performance Relationship:

Abstract: Summary.-Data from 125 sales representatives of 9 firms suggest that the difference between their scores and those of their sales managers on the Kirton AdaptionInnovation Inventory moderates the relacionship between job satishction and job performance. Studies of the link between satisfaction and performance in sales jobs have only rarely yielded a strong association, despite theory suggesting such a link (Bagozzi, 1980). Researchers seeking to make sense of the wide variation in findings regarding the association between satisfaction with work and job performance often suggest that this association is contingent on other factors such as economic conditions, the work environment, and a variety of individual difference variables (Miner, 1988, pp. 227-233). Recent studies (Churchill, Ford, Hartley, & Walker, 1985; Greenberg & Greenberg, 1980; Zimmer & Taylor, 1981) suggest that congruence between a sales representative and the selling task may be a promising contingency variable to explore in that the more closely matched a representative is with the job at hand, the higher the performance. It can be reasoned further that, when representatives are mismatched with some aspect of the job, this incongruence may moderate the satisfaction/performance link. These suggestions are supported by recent theory and research in organizational behavior which emphasize the important role of the fit or match between a worker and various characteristics of his work environment (French, Rodgers, & Cobb, 1974; Goodenough, 1985; Kirton & McCarthy, 1988; Thomson, 1985). Satisfaction, performance, stress, turnover, and commitment are some of the important outcomes that may be affected by this interaction. One way to determine how well a representative is matched to the sales job is to measure some characteristic of the person and the same characteristic of the job. At this point, however, scales that could be applied both to the person and to the job are not available. Although developing such scales is a worthy research goal, an alternative approach would be to match a sales representative with a role model, e.g., a supervisor, using the same scale, This

A field study of job knowledge, job satisfaction, intention to turnover, and ratings of simulated performance

Abstract: Employees' job knowledge affects both work-sample performance and performance ratings made by supervisors. In the present study of 78 military police officers, the influence of two measures of job knowledge, one for which the employees could ready themselves and the other which was given without advance notice, were examined for their relation with job satisfaction, intention to turnover, and simulated performance ratings. Both measures of job knowledge were significantly related to simulated performance ratings but not job satisfaction or intention to turnover.

Race as a limiting factor in organizational life: A South African study

Abstract: The purpose of this paper is to investigate the nature of job satisfaction and organizational commitment in a South African manufacturing concern. Special attention is paid to the role played by race in influencing and determining job satisfaction and organizational commitment patterns. It was found that race articulates strongly with job satisfaction and organizational commitment, a finding which supports the proposition that industry and community are highly interrelated and interdependent. It is suggested that organizational life, even in the most progressive South African companies cannot be normalized until such time as race, as a formally and legally institutionalized organizing principle of society, is eliminated.