Showing papers on "Job performance published in 1991"

People and organizational culture: a profile comparison approach to assessing person-organization fit

Abstract: This article brings together three current themes in organizational behavior: (1) a renewed interest in assessing person-situation interactional constructs, (2) the quantitative assessment of organizational culture, and (3) the application of “Q-sort,” or template-matching, approaches to assessing person-situation interactions. Using longitudinal data from accountants and M.B.A. students and cross-sectional data from employees of government agencies and public accounting firms, we developed and validated an instrument for assessing person-organization fit, the Organizational Culture Profile (OCP). Results suggest that the dimensionality of individual preferences for organizational cultures and the existence of these cultures are interpretable. Further, person-organization fit predicts job satisfaction and organizational commitment a year after fit was measured and actual turnover after two years. This evidence attests to the importance of understanding the fit between individuals' preferences and organiza...

Perceived fairness of employee drug testing as a predictor of employee attitudes and job performance.

Abstract: Although management of drug testing programs is becoming a critical organizational issue, no systematic conceptual framework has been applied to the study of employee reactions to drug testing. In this study an organizational justice framework was used to explain and predict the relationships among two types of justice (procedural justice and outcome fairness) employee attitudes (job satisfaction, commitment, and management trust), and behavior (turnover intentions and performance). Survey data from 195 employees in a pathology laboratory indicated that justice predicts employee attitudes and performance. Specifically, procedural justice, but not outcome fairness, predicted all 5 criterion variables. These results demonstrate the importance of procedural justice perceptions for predicting employee reactions to drug testing programs.

An essay on organizational citizenship behavior.

Abstract: This article advocates a more comprehensive understanding of job performance and organizational citizenship behavior (OCB) than that employed by earlier researchers on those topics. Using the intellectual heritage of the word “citizenship” from political philosophy and related disciplines, OCB is positioned as the organizational equivalent of citizen responsibilities, of which there are three categories: obedience, loyalty, and political participation. Two other key citizenship concepts, relational ties and citizen rights, are described, and a set of ten research propositions is offered relating the citizenship concepts to one another. Suggestions for other areas of investigation are also provided. Finally, the advantages of using OCB as a global measure of individual behavior at work are defended.

Job Insecurity: Coping with Jobs at Risk

Abstract: This book, which is concerned with the impact of job insecurity on individuals, organizations and industrial relations, is a major contribution to an increasingly important topic in an era of continued organizational restructuring and change. The authors explore the personal experiences of job insecurity for individual employees and the variety of ways in which people cope with their feelings of uncertainty and ambiguity. They examine collective behaviour through the impact of job insecurity on union activities and union-management relations. They also explore the relationship between organizational effectiveness and job insecurity, and outline a number of strategies that organizations can adopt to address its potentially destructive impact. Finally, they argue that the issue requires positive action taken by government, employers and unions.

Hiring for the organization, not the job

Abstract: Executive Overview This article examines a new approach to selection in which employees are hired to fit the characteristics of an organization, not just the requirements of a particular job. Diverse firms—high and low-tech, U.S. and Japanese-owned—are using the approach to build cultures that rely heavily on self-motivated, committed people for corporate success. New, often expensive, hiring practices are changing the traditional selection model. An organizational analysis supplements a job analysis, and personality attributes are screened in addition to skills, knowledge, and abilities. We outline the basic steps of the new selection model and present a case description of a manufacturing company that used the model in hiring employees to work in its high-involvement organization. The new model works to its fullest advantage in organizations that allow employees enough freedom to use their unique attributes to influence job performance.

Integrated Manufacturing and Job Design: Moderating Effects of Organizational Inertia

Abstract: This study investigated the relationship between integrated manufacturing, a new manufacturing paradigm comprising advanced technology, just-in-time inventory control, and total quality management,...

Organizational Citizenship: A Review, Proposed Model, and Research Agenda

Abstract: Organizational citizenship was recently proposed as a form of job performance which may be more strongly related to job satisfaction than performance measures employed in previous job satisfaction-job performance research. However organizational citizenship holds more promise for organizational behavior research than merely its relationship to job satisfaction. Organ (1988a) argues that organizational citizenship, in the aggregate, promotes the effective functioning of the organization. Citizenship is defined as "supra-role behavior," that is, behavior which goes beyond formal job descriptions but which is desired by an organization (Organ, 1988a). Examples include helping co-workers who fall behind in task performance, keeping a work area clean, accepting temporary assignments without complaint, volunteering for tasks that are not assigned, and making suggestions which will improve the department (Bateman & Organ, 1983; Smith, Organ & Near, 1983). This paper presents the results of the studies which have...

Career stage as a moderator of the relationships between organizational commitment and its outcomes: A meta‐analysis

Abstract: The existing career development and organizational commitment development theory suggests that career stage may moderate the relationship between organizational commitment and outcomes. However, the study of organizational commitment-outcomes linkages across career stages has been a neglected area of research. In light of this insufficiency, a meta-analysis review of 41 samples dealing with the relationships between organizational commitment and outcomes was conducted. The total sample was divided into different time frames according to two indicators of career stage: age and tenure. The findings support the proposition that career stage moderates the relationships between organizational commitment and outcomes. The relationship between commitment and turnover (actual and intended) is stronger in the early career stage than in the mid and late-career stages. The relationships of commitment with performance and absenteeism are strongest in the late-career stage. The findings are discussed in terms of the need for more research that examines organizational commitment-outcomes relationships across career stages as well as across other potential moderators.

Attitudinal and Behavioral Effects of Autonomous Group Working: A Longitudinal Field Study

Abstract: This article reports on a longitudinal study of autonomous work groups at a new and an established minerals processing plant. The results of the study support the proposition that employees in auto...

Pay for performance: Evaluating performance appraisal and merit pay.

Abstract: "Pay for performance" has become a buzzword for the 1990s, as U.S. organizations seek ways to boost employee productivity. The new emphasis on performance appraisal and merit pay calls for a thorough examination of their effectiveness. Pay for Performance is the best resource to date on the issues of whether these concepts work and how they can be applied most effectively in the workplace. This important book looks at performance appraisal and pay practices in the private sector and describes whether--and how--private industry experience is revelant to federal pay reform. It focuses on the needs of the federal government, exploring how the federal pay system evolved; available evidence on federal employee attitudes toward their work, their pay, and their reputation with the public; and the complicating and pervasive factor of politics.

Managerial Behaviors and Job Performance: A Successful Manager in Los Angeles May Not Succeed in Hong Kong

Abstract: Few studies have attempted to examine how American managers actually manage while on assignment in foreign countries or the effectiveness of these managerial behaviors This study compared the self-reported managerial behaviors of American expatriate managers in Hong Kong to a sample of American managers in the US and Hong Kong Chinese managers in Hong Kong The results from the study indicated that American expatriate managers in Hong Kong exhibit very similar managerial behaviors to the sample of managers in the US However, while these managerial behaviors were positively related to job performance for the managers in the US, they were not related to job performance for the expatriates in Hong Kong, nor were these managerial behaviors related to job performance for Hong Kong Chinese managers in Hong Kong

Cultural relativity in action: a comparison of self-ratings made by chinese and u.s. workers

Abstract: Using a sample of 982 leader-subordinate dyads drawn from nine different organizations in the Republic of China (i.e., Taiwan), self-ratings of performance were compared with supervisory ratings of subordinate performance. Results indicated that Chinese employees rated their job performance less favorably than did their supervisors (i.e., they exhibited a modesty bias). This modesty bias occurred relatively uniformly across gender, various educational levels, and age groups. These results are contrary to the typically reported U.S. finding that self-ratings of performance are more lenient than are supervisory ratings. A further comparison of the means of supervisory and self-ratings between this study and previous U.S. research revealed that the modesty bias appeared to be produced by the lower self-ratings made by Chinese workers as compared to their U.S. counterparts. The findings suggest that culture plays a critical role in shaping workers' perceptions of their own work performance. Results of this study are discussed in terms of their implications for future research and practice in international human resource management.

Models of supervisory job performance ratings

Abstract: Proposed and evaluated in this research were causal models that included measures of cognitive ability, job knowledge, task proficiency, two temperament constructs (achievement and dependability), awards, problem behavior, and supervisor ratings. The models were tested on a sample of 4362 US Army enlisted personel in nine different jobs.

Industrial-Organizational Psychology

Abstract: The field of industrial-organizational psychology cognitive processes motivation theories and their applications motivational practices and their theories attitudes, commitments and values personality processes including emotional stress groups in organizational group decision making leadership styles leadership frontiers organization development the role of the individual, group and cultural differences job analysis and job evaluation approaches to performance rating systems research designs and selection models interviews, application blanks, and references employment testing training and development safety psychology and industrial clinical psychology.

Facet importance and job satisfaction.

Abstract: Two hypotheses concerning the moderating effects of facet importance were derived from Locke's (1969,1976) theory of job satisfaction. Questionnaire data concerning 12 job facets were collected from 97 working college students holding diverse jobs in different organizations. Moderated regression analyses of facet satisfaction showed facet importance to be a significant moderator for 9 of the 12 job facets. As hypothesized, the relationship between facet amount and facet satisfaction was generally stronger among respondents placing high importance on the job facet than among respondents placing low importance on it. Moderated regression analyses of overall job satisfaction showed facet importance to be a nonsignificant moderator for 11 job facets. As hypothesized, the relationship between facet satisfaction and overall job satisfaction generally did not change significantly as a function of facet importance. Discussion is focused on the need to recognize when facet importance plays a moderator role and when it does not. Also discussed is the relative usefulness of seven self-report procedures for measuring facet importance.

Job characteristics, role stress and mental health

Abstract: We propose and evaluate a model of mental health in the workplace. Based on Warr's (1987) distinction between job-related and context-free mental health, we hypothesize that indices of job-related affective well-being (work satisfaction, emotional exhaustion and depersonalization) and subjective competence (personal accomplishments at work) mediate the relationships between job characteristics and role stressors on the one hand, and mental health on the other. Confirmatory path analysis of responses from 720 hospital employees showed that all but 4 of the 20 hypothesized effects were significant in the expected direction, and the model provided a good fit to the data. Moreover, the proposed model fits the data better than both a non-mediational model and a model positing an alternate causal sequence. Results are interpreted as providing support for the mediational role of job-related well-being. Some directions for future research linking work and mental health are discussed.

Exchange Ideology as a Moderator of Job Attitudes-Organizational Citizenship Behaviors Relationships1

Abstract: Following work on organizational citizenship behaviors (cf. Organ, 1988). the present study examined job satisfaction, perceptions of organizational support, and organizational commitment as predictors of organizational citizenship behaviors. Regression analyses on data collected from workers in a small tooling plant indicated that exchange ideology moderated the relationships between ratings of OCB's and organizational support scores. For tool workers whose attitudes and behaviors were more dependent on organization reinforcement, OCB ratings were positively related to organizational support. However, for those whose attitudes and behaviors were more independent of organization reinforcement. OCB ratings were considerably less related to organizational support scores. The pattern was similar for OCB ratings and job satisfaction scores. These data are consistent with those reported previously (e.g., Eisenberger. Huntington. Hutchinson, & Sowa, 1986) and suggest that the salience of job attitudes in the decision to manifest organizational citizenship behaviors may be influenced by the individual's exchange ideology.

A Reconsideration of Testing for Competence Rather than for Intelligence.

Abstract: David C. McClelland's 1973 article has deeply influenced both professional and public opinion. In it, he presented five major themes: (a) Grades in school did not predict occupational success, (b) intelligence tests and aptitude tests did not predict occupational success or other important life outcomes, (c) tests and academic performance only predicted job performance because of an underlying relationship with social status, (d) such tests were unfair to minorities, and (e) "competencies" would be better able to predict important behaviors than would more traditional tests. Despite the pervasive influence of these assertions, this review of the literature showed only limited support for these claims.

Job Satisfaction, Burnout, and Turnover in Health Care Social Workers

Abstract: The findings of two consecutive surveys of job satisfaction and burnout in national samples of health care social workers are presented. Between 1979 and 1989, there were significant increases in the proportion of social workers employed in private versus public agencies, in quantitative workload, and in social workers' perceptions of the challenges presented by their jobs. Role conflict and role ambiguity, lack of comfort, and dissatisfaction with financial rewards emerged as significant predictors of depersonalization and burnout. However, a significant increase in social workers' feelings of personal accomplishment also occurred, and high challenge emerged as a significant predictor of sense of effectiveness.