Showing papers on "Contextual performance published in 2008"
TL;DR: An expanded meta-analysis on the relationship between age and job performance that includes 10 dimensions of job performance shows that although age was largely unrelated to core task performance, creativity, and performance in training programs, it demonstrated stronger relationships with the other 7 performance dimensions.
Abstract: Previous reviews of the literature on the relationship between age and job performance have largely focused on core task performance but have paid much less attention to other job behaviors that also contribute to productivity. The current study provides an expanded meta-analysis on the relationship between age and job performance that includes 10 dimensions of job performance: core task performance, creativity, performance in training programs, organizational citizenship behaviors, safety performance, general counterproductive work behaviors, workplace aggression, on-the-job substance use, tardiness, and absenteeism. Results show that although age was largely unrelated to core task performance, creativity, and performance in training programs, it demonstrated stronger relationships with the other 7 performance dimensions. Results also highlight that the relationships of age with core task performance and with counterproductive work behaviors are curvilinear in nature and that several sample characteristics and data collection characteristics moderate age-performance relationships. The article concludes with a discussion of key research design issues that may further knowledge about the age-performance relationship in the future.
1,000 citations
TL;DR: In this paper, the authors examined the role of basic need satisfaction, as defined within Self-Determination Theory, in the relationships between job demands, job resources, and employees' exhaustion and vigour, the main components of burnout and engagement.
Abstract: Within the Job Demands-Resources model, the presence of job demands (e.g., work pressure) and the absence of job resources (e.g., social support) relate to burnout through a psychological energetic process, whereas the presence of job resources associates with work engagement through a motivational process. Although various mechanisms have been suggested to understand these processes, empirical evidence for these mechanisms is scarce within the JD-R framework. This study examines the role of basic need satisfaction, as defined within Self-Determination Theory, in the relationships between job demands, job resources, and employees’ exhaustion and vigour, the main components of burnout and engagement, respectively. Structural equation modelling in a heterogeneous sample of 745 employees of the Dutch-speaking part of Belgium confirmed that satisfaction of basic psychological needs partially explained the relationships from job demands to exhaustion and from job resources to vigour. It fully accounted for the relationship between job resources and exhaustion. We conclude that the current study adds to the research pointing at need satisfaction as a promising underlying mechanism for employees’ thriving at work.
980 citations
TL;DR: 3 field experiments examined the performance effects, relational mechanisms, and boundary conditions of task significance in fundraising callers, offering fresh insights into the effects, relationships, and boundaries oftask significance.
Abstract: Does task significance increase job performance? Correlational designs and confounded manipulations have prevented researchers from assessing the causal impact of task significance on job performance. To address this gap, 3 field experiments examined the performance effects, relational mechanisms, and boundary conditions of task significance. In Experiment 1, fundraising callers who received a task significance intervention increased their levels of job performance relative to callers in 2 other conditions and to their own prior performance. In Experiment 2, task significance increased the job dedication and helping behavior of lifeguards, and these effects were mediated by increases in perceptions of social impact and social worth. In Experiment 3, conscientiousness and prosocial values moderated the effects of task significance on the performance of new fundraising callers. The results provide fresh insights into the effects, relational mechanisms, and boundary conditions of task significance, offering noteworthy implications for theory, research, and practice on job design, social information processing, and work motivation and performance.
821 citations
TL;DR: This paper conducted a field study to test the applicability of the job characteristics model (JCM) in volunteer organizations and examine the impact of job characteristics on volunteer motivation, satisfaction and intent to quit, as well as test a measure of volunteer performance.
Abstract: We conducted a field study to test the applicability of the job characteristics model (JCM) in volunteer organizations and examine the impact of job characteristics on volunteer motivation, satisfaction and intent to quit, as well as test a measure of volunteer performance. One hundred and twenty-four volunteers completed measures of job characteristics, motivation, satisfaction, and intent to quit. Supervisors rated volunteer task performance and organizational citizenship behaviors (OCB). Results showed that job characteristics were related to volunteers’ autonomous motivation, satisfaction and performance. Autonomous motivation acted as a mediator in the relationship between job characteristics and satisfaction. The theoretical and practical implications of these findings are discussed.
366 citations
TL;DR: 2 studies designed to investigate the effects of task performance, helping behavior, voice, and organizational loyalty on performance appraisal evaluations demonstrated that each of these forms of behavior has significant effects on performance evaluation decisions.
Abstract: Despite the fact that several studies have investigated the relationship between organizational citizenship behavior and performance appraisal ratings, the vast majority of these studies have been cross-sectional, correlational investigations conducted in organizational settings that do not allow researchers to establish the causal nature of this relationship. To address this lack of knowledge regarding causality, the authors conducted 2 studies designed to investigate the effects of task performance, helping behavior, voice, and organizational loyalty on performance appraisal evaluations. Findings demonstrated that each of these forms of behavior has significant effects on performance evaluation decisions and suggest that additional attention should be directed at both voice and organizational loyalty as important forms of citizenship behavior aimed at the organization.
325 citations
TL;DR: In an effort to understand the relationship between perceptions of organizational politics and key outcomes, the authors apply meta-analysis on 79 independent samples from 59 published and unpublished studies involving 25,059 individual participants.
Abstract: Organizational researchers during the past few decades have increasingly focused on the role of subjective work issues and their impact on important worker-related outcomes. One of the most prominently studied factors, perceptions of organizational politics, has received much recent conceptual and empirical attention. In an effort to better understand the relationship between perceptions of organizational politics and key outcomes, we apply meta-analysis on 79 independent samples from 59 published and unpublished studies involving 25,059 individual participants. Results indicate strong negative relationships between POP and job satisfaction and between POP and organizational commitment, moderately positive relationships between POP and the outcomes of job stress and turnover intentions, and a non-significant relationship between POP and in-role job performance. Moderator tests show that age, work setting (i.e., public sector or private sector), and cultural differences (i.e., domestic sample or international sample), have contingent effects on certain POP relationships.
310 citations
TL;DR: In this article, the authors examined the processes linking abusive supervision to employee contextual performance by focusing on the mediating influence of emotional exhaustion and the moderating influence on work unit structure, and found that emotional exhaustion mediated the relationships between abusive supervision and the contextual performance dimensions of interpersonal facilitation and job dedication.
Abstract: This study examined the processes linking abusive supervision to employee contextual performance by focusing on the mediating influence of emotional exhaustion and the moderating influence of work unit structure. Data were obtained from 285 subordinate–supervisor dyads from three manufacturing companies in north-eastern China. The results revealed that: (i) emotional exhaustion mediated the relationships between abusive supervision and the contextual performance dimensions of interpersonal facilitation and job dedication; and (ii) work unit structure moderated these relationships such that the relationships were stronger in mechanistic than in organic work unit structures.
269 citations
TL;DR: The results of structural equation modeling analyses confirmed that cynicism mediates the relationship between job resources and performance suggesting that work conditions influence performance particularly through the attitudinal component of burnout.
Abstract: The present study uses the Job Demands-Resources model (Bakker & Demerouti, 2007) to examine how job characteristics and burnout (exhaustion and cynicism) contribute to explaining variance in objective team performance. A central assumption in the model is that working characteristics evoke two psychologically different processes. In the first process, job demands lead to constant psychological overtaxing and in the long run to exhaustion. In the second process, a lack of job resources precludes actual goal accomplishment, leading to cynicism. In the present study these two processes were used to predict objective team performance. A total of 176 employees from a temporary employment agency completed questionnaires on job characteristics and burnout. These self-reports were linked to information from the company’s management information system about teams’ (N71) objective sales performance (actual sales divided by the stated objectives) during the 3 months after the questionnaire data collection period. The results of structural equation modeling analyses did not support the hypothesis that exhaustion mediates the relationship between job demands and performance, but confirmed that cynicism mediates the relationship between job resources and performance suggesting that work conditions influence performance particularly through the attitudinal component of burnout.
259 citations
TL;DR: For example, the authors found that job stress has an inverse relationship with job satisfaction, and job satisfaction had a powerful positive association with organizational commitment, while job stress had a negative relationship with commitment.
Abstract: As staff performance is vital to the survival of correctional institutions, much empirical attention has been paid to studying the causes and consequences of their attitudes and behaviors. The current study adds to this body of knowledge by examining the factors that explain three central occupational attitudes—job stress, job satisfaction, and organizational commitment. More specifically, using survey data collected from a large county correctional system in Orlando, Florida, this research assesses the impact of key demographic, job, and organizational characteristics within and across jail staff attitudes toward job stress, job satisfaction, and organizational commitment. This article finds that the more powerful predictors of each of these attitudes are job and organizational characteristics. Among the dependent variables, job stress has an inverse relationship with job satisfaction, and job satisfaction had a powerful positive association with organizational commitment.
200 citations
TL;DR: In this paper, the authors explored the relationship between organization provided benefit programs and positive organizational behavior (POB) and found that employees' perceptions of benefit program value play a critical role regardless of actual program use in influencing attitudes and behavior.
Abstract: Focusing on the employee well-being component of positive organizational behavior (POB), this study explores the relationship between organization provided benefit programs and POB. Specifically, we ask the question: are employees' use and perceived value of a work-life benefit package associated with their positive attitudes and behaviors in the workplace? Grounded in social exchange theory and the norm of reciprocity, we develop and estimate a model identifying differential relationships of benefit use and perceived benefit value with employee attitudinal and performance outcomes. Employing the multigroup method, the hypothesized model was fit to the data of two dissimilar organizations. Results support our hypothesis that providing work-life benefits employees use and/or value is part of a positive exchange between the employee and employer. This exchange is positively related to employees' feelings of perceived organizational support and affective commitment to the organization and reciprocation in the form of higher levels of task and contextual performance behaviors. Results also revealed that employees' perceptions of benefit program value play a critical role regardless of actual program use in influencing attitudes and behavior. Our findings emphasize the importance of valuing employees and investing in their well-being inside as well as outside the workplace. Copyright © 2008 John Wiley & Sons, Ltd.
193 citations
TL;DR: In this paper, the authors examined the relationship between job satisfaction and task and contextual performance in a manufacturing plant and found that there was a stronger relationship between satisfaction with work and task performance compared to contextual performance.
Abstract: This study examined the relationship between job satisfaction and task and contextual performance. Specifically, it assessed this relationship for overall as well as facets of job satisfaction. Four hundred and forty-four employees in a manufacturing plant completed measures of job satisfaction and their supervisors completed measures of task and contextual job performance. Results indicate that the relationships between overall job satisfaction and task and contextual performance were the same. However, when the facets of job satisfaction were considered, different relationships emerged. There was a stronger relationship between satisfaction with supervision and contextual performance compared to task performance. In contrast, there was a stronger relationship between satisfaction with work and task performance compared to contextual performance. Results indicated the importance of considering different facets with the job satisfaction and job performance relationship, as well as the importance of matching predictors and criteria in terms of their levels of specificity.
TL;DR: In this paper, three models of the performance-performance rating relationship were proposed and three different explanations and solutions for this seemingly weak relationship were discussed. But none of these models consider the effect of job performance on performance ratings, and each of them suggests that intentional distortions are a key reason that ratings often fail to reflect ratee performance.
Abstract: Ratings of job performance are widely viewed as poor measures of job performance. Three models of the performance–performance rating relationship offer very different explanations and solutions for this seemingly weak relationship. One-factor models suggest that measurement error is the main difference between performance and performance ratings and they offer a simple solution—that is, the correction for attenuation. Multifactor models suggest that the effects of job performance on performance ratings are often masked by a range of systematic nonperformance factors that also influence these ratings. These models suggest isolating and dampening the effects of these nonperformance factors. Mediated models suggest that intentional distortions are a key reason that ratings often fail to reflect ratee performance. These models suggest that raters must be given both the tools and the incentive to perform well as measurement instruments and that systematic efforts to remove the negative consequences of giving honest performance ratings are needed if we hope to use performance ratings as serious measures of job performance.
TL;DR: Dunnette et al. as mentioned in this paper investigated whether interactions of the Five-Factor Model constructs of agreeableness and conscientiousness with political skill predict job performance, and they found that its interaction with political skills also significantly predicted job performance.
TL;DR: This paper explored the role that communication plays in achieving organizational performance through a review of research that bears on communication's direct and indirect influences on performance and found that task orientation, feedback, and upward communication have positive effects on perceived organizational performance in mission-oriented organizations but potentially negative effects on performance in rule-oriented cultures.
Abstract: The role of communication in public administration has been emphasized over time in public administration theory. Nonetheless, communication—with the exception of political communication—has been neglected in scholarship. Garnett’s performance predicament posits the difficulty of showing linkages between communication and performance. This paper explores the role that communication plays in achieving organizational performance through a review of research that bears on communication’s direct and indirect influences on performance. The primary thrust is communication’s indirect role in achieving performance by mediating or moderating the effects of organizational culture on performance, thereby adding another perspective on the culture–performance relationship. Adapting the typology of Zammuto and Krakower, two types of organizational culture—rule-oriented culture and mission-oriented culture—are examined to explore how the relationship between organizational culture and organizational performance is influenced by communication. The analysis supports the claim that communication acts as a meta-mechanism for shaping and imparting culture in mission-oriented organizational cultures, thereby influencing performance. In particular, task orientation, feedback, and upward communication have positive effects on perceived organizational performance in mission-oriented organizations but potentially negative effects on performance in rule-oriented cultures.
TL;DR: In this paper, the authors examined the impact of job involvement on self-report measures of in-role job performance and organizational citizenship behavior and found that job involvement was positively correlated with both inrole jobperformance and OCB (r = 0.30, p<0.01).
Abstract: This study examines the impact of job involvement on the self-report measures of inrole
job performance and organizational citizenship behaviour. The results of this study
revealed that job involvement was positively correlated with both in-role job
performance (r = 0.30, p<0.01) and OCB (r = 0.43, p<0.01). In addition to this it was
found that organizational commitment partially mediated the job involvement performance relationship. Furthermore the findings of this research uncovered that job involvement exerted a stronger impact on OCB than on in-role performance. Finally the practical implications of this research for organizations are discussed.
TL;DR: The authors found that self-efficacy was more strongly related to task than to contextual performance, and political skill to be more strongly linked to contextual than to task performance, but not to task.
Abstract: Task and contextual performance are distinct and critical components of job performance However, empirical studies of antecedents have tended to focus on one or the other type of performance, but not both Furthermore, sound theoretical rationale has not always been provided for the prediction of different dimensions of job performance Two studies were conducted to address these issues In Study 1, as hypothesized, we found self-efficacy to be more strongly related to task than to contextual performance, and political skill to be more strongly related to contextual than to task performance In addition, and as expected, results indicated self-efficacy to be a better predictor of task performance than political skill, and political skill to be a better predictor of contextual performance than self-efficacy These results were constructively replicated (Lykken, 1968) in Study 2, thus providing strong support for the validity of the hypothesized and obtained empirical results Implications of these results
TL;DR: Kim et al. as mentioned in this paper examined the relationship between diversity, inclusion, organizational commitment, and job performance and found that men, older employees and employees with higher position were more committed to the organization, while, inclusion had a significant impact on organizational commitment as well as job performance.
Abstract: There is growing evidence indicating that diversity and inclusion are critical predictors of organizational commitment and job performance. Social workers and managers who work with clients of diverse backgrounds as well as with immigrants need to have a clear understanding of diversity in its widest context. Utilizing a sample of 381 employees who were matched with their supervisors in a large Korean corporation, the article examined the relationships between diversity, inclusion, organizational commitment, and job performance. Gender, age, regional affiliation, education, and position within the organization emerged as diversity characteristics that were specifically related to employees' sense of inclusion. Specifically, men, older employees, and employees with higher position were more committed to the organization, while, inclusion had a significant impact on organizational commitment as well as job performance. We discuss implications for management initiatives that are focused on creating ...
TL;DR: In this article, the authors examined the impact of ethical climate on job satisfaction and organizational commitment in Nigeria, and found that ethical climate types explained 58 percent of the variation in overall job satisfaction.
Abstract: Purpose – The purpose of this paper is to examine the impact of ethical climate on job satisfaction and organizational commitment in Nigeria, and to discover the extent to which unethical practices among managers have impacted upon managerial practices in Nigeria.Design/methodology/approach – The study followed a descriptive research design using survey methods with statistical treatment. Using the business directory of companies in Nigeria, a sample of 409 managers was drawn using a systematic random sampling technique. Multiple regression analysis and Pearson's product moment correlation were used to assess the influence of ethical climate types on job satisfaction and organizational commitment.Findings – The findings revealed that there was a relationship between organizational ethical climate and facets of job satisfaction. It was also found that ethical climate types explained 58 percent of the variation in overall job satisfaction. Also, the correlation between ethical climate types and organization...
TL;DR: In this article, the authors investigated the tension between organic and mechanistic organization forms in the hospitality industry and the relationships of both to individual employees' commitment, job satisfaction and performance.
TL;DR: In this paper, a positivist-based research approach was used to elicit the relevant data from property developers (homebuilders) who belong to the Ghana Real Estate Developers Association (GREDA).
01 Jun 2008
TL;DR: In this article, the authors examined the impact of job satisfaction on performance and found that there exists a positive correlation between job satisfaction and performance of employees in twenty private sector organizations covering five industries.
Abstract: Employee attitudes are important to management because they determine the behavior of workers in the organization. The commonly held opinion is that “A satisfied worker is a productive worker”. A satisfied work force will create a pleasant atmosphere within the organization to perform well. Hence job satisfaction has become a major topic for research studies. The specific problem addressed in this study is to examine the impact of job satisfaction on performance. It considered which rewards (intrinsic and extrinsic) determine job satisfaction of an employee. It also considered influence of age, sex and experience of employees on level of job satisfaction. In addition it investigated in most satisfying event of an employee in the job, why employees stay and leave the organization. Data were collected through a field survey using a questionnaire from three employee groups, namely Professionals, Managers and Non-managers from twenty private sector organizations covering five industries. The analysis data revealed that there exists positive correlation between job satisfaction and performance of employees.
TL;DR: In this article, the authors used Herzberg's Two-Factor Theory of Motivation to assess job satisfaction in the Brazilian hotel industry and found that culture influences the degree of job satisfaction.
Abstract: Job satisfaction has been associated with positive organizational outcomes such as increased employee productivity, higher innovation and reduced turnover, all of which are linked to improved firm performance. Motivation is considered to be a primary determinant of job satisfaction. Yet little research has focused on the links between motivation, job satisfaction and the impact of culture in the workplace. This qualitative research uses Herzberg's Two-Factor Theory of Motivation to assess job satisfaction in the Brazilian hotel industry. The results partially support the theory and suggest that culture influences the degree of job satisfaction.
TL;DR: In this paper, the authors emphasize the need for a strategic approach to job analysis, present a strategic job analysis framework, and discuss implications for organizations, emphasizing the need to be proactive and strategic.
TL;DR: In this article, the authors examined the dimensions and psychological consequences of two prosocial job characteristics that enable employees to make a positive difference in the lives of other people, and found that these characteristics are linked to a stronger motivation to do good among public service and telephone solicitation employees.
Abstract: Although employees are increasingly interested in jobs that enable them to do good, we know relatively little about how jobs are structured to provide these opportunities. To fill this gap, I report three studies that examine the dimensions and psychological consequences of two prosocial job characteristics that enable employees to make a positive difference in the lives of other people. In Study 1, confirmatory factor analyses demonstrated strong psychometric properties of self-report measures of job opportunities for impact on and contact with beneficiaries. In Study 2 I examine the mechanisms through which prosocial job characteristics are linked to a stronger motivation to do good among public service and telephone solicitation employees. In Study 3, multitrait-multimethod matrices using observer ratings of job descriptions supported the convergent and discriminant validity of the prosocial job characteristics. I discuss implications for theory and research in positive psychology and positive organiza...
TL;DR: In this article, the authors used the elaboration likelihood model as a theoretical framework to investigate the extent to which job advertisement characteristics influence attitudes towards organizations and found that the content of job advertisements influence the organizational attitudes of experienced job seekers more than their inexperienced counterparts.
Abstract: Job seekers often use job advertisements presented during the early stages of recruitment to gather important information about potential employers. Content of these advertisements as well as associated peripheral cues have the potential to influence job seekers' organizational attitudes. Using the elaboration likelihood model as a theoretical framework, the authors proposed that job seekers' previous work and job search experience moderate the extent to which these job advertisement characteristics influence attitudes towards organizations. Results suggest that the content of job advertisements influence the organizational attitudes of experienced job seekers more than their inexperienced counterparts. Additionally, the presence of peripheral cues (i.e. physical attractiveness of those persons shown in recruitment material) appears to have a greater effect on the organizational attractiveness perceptions of job seekers having less work and job search experience versus those having more experience. Implications of the findings regarding organizational recruitment practices are discussed.
TL;DR: Zhang et al. as mentioned in this paper examined job satisfaction and incentive structures among China's urban workforce and found that the main determinants of job satisfaction are age, education, occupation and personal income.
Abstract: This article examines job satisfaction and incentive structures among China's urban workforce. The main determinants of job satisfaction are found to be age, education, occupation and personal income. The criteria that Chinese urban employees considered most important when choosing a job were job stability, a high income and professional development. Employees who considered job stability, high income, professional development opportunities, work/life balance and provision of social insurance as being important when selecting a job were more likely to have higher levels of job satisfaction.
TL;DR: The authors used a work-roles framework to examine the effects of raters' policies for combining performance components into an overall job performance rating and found that in a team-based culture, more weight was given to citizenship performance and less to task performance.
Abstract: This study contributes to our understanding of which factors predict raters' policies for combining performance components into an overall job performance rating. We used a work-roles framework to examine the effects of rater source and team-based culture. The sample consisted of 612 individuals in three job categories (317 nurses, 168 personnel recruiters and 127 sales representatives). Respondents rated employee performance profiles that were described on task, citizenship and counterproductive performance. Raters' weights differed by (a) organizational culture (low- vs. high-team-based); (b) rating source (supervisor vs. peer) and (c) job. In a team-based culture, more weight was given to citizenship performance and less to task performance. Peers attached more importance to citizenship performance and less to task performance. Implications of these findings for performance management are discussed.
TL;DR: This paper investigated the relationship between job search objectives (finding a new job/turnover, staying aware of job alternatives, developing a professional network, and obtaining leverage against an employer) and job search methods (looking at job ads, visiting job sites, networking, contacting employment agencies, contacting employers, and submitting applications).
TL;DR: In this paper, the authors employed the multidimensional view of LMX (LMX-MDM) to develop a model that captured different antecedents and outcomes of task and contextual performance.
Abstract: In this study, we employed the multidimensional view of LMX (LMX-MDM) to develop a model that captured different antecedents and outcomes of task and contextual performance. We tested this model with a sample drawn from subjects from the People's Republic of China. The results indicated that the affect dimension of LMX-MDM was positively associated with task performance and contextual performance. The contribution dimension of LMX-MDM was positively related to the job dedication dimension of contextual performance. Supervisory ratings of the task performance and the interpersonal facilitation dimension of contextual performance predicted the promotability of subordinates, and task performance influenced subordinates' intention to quit. Limitations and future research are discussed.
TL;DR: Burt et al. as discussed by the authors identified variables that are related to employees having a caring attitude towards their co-worker's safety and found that caring was positively correlated with team tenure and the personal support dimension of contextual performance.