Showing papers on "Job performance published in 1999"

Job Insecurity and Psychological Well-being: Review of the Literature and Exploration of Some Unresolved Issues

Abstract: Research on the psychological consequences of job insecurity is reviewed, showing that job insecurity reduces psychological well-being and job satisfaction, and increases psychosomatic complaints and physical strains. Next, three additional research questions are addressed, since these questions did not receive much attention in previous research. First, does the impact of job insecurity on workers differ according to their professional position, gender, and age? Second, how important is job insecurity compared to other stressors on the workfloor? Third, how important is job insecurity compared to the impact of unemployment? To analyse these issues, data were used from a Belgian plant, part of a European multinational company in the metalworking industry (N = 336). The results of this exploratory study showed that job insecurity was associated with lower well-being (score on the GHQ-12), after controlling for background variables, such as gender and age. A significant interaction with gender occurred, ind...

Managerial coping with organizational change: A dispositional perspective.

Abstract: In a departure from the organizational development literature, this study hypothesized that managerial responses to organizational change are influenced by 7 dispositional traits (locus of control, generalized self-efficacy, self-esteem, positive affectivity, openness to experience, tolerance for ambiguity, and risk aversion). Data were collected from 6 organizations (N = 514) to test the hypotheses. The 7 traits were reduced to 2 factors: Positive Self-Concept and Risk Tolerance. Both of these trait factors significantly predicted self-reports and independent assessments of coping with change. Results also indicated that coping with organizational change was related to extrinsic (salary, job level, plateauing, job performance) and intrinsic (organizational commitment, job satisfaction) career outcomes and that coping mediated roughly half of the relationships between the dispositional factors and these career outcomes. In a recent review of the literature, Quinn, Kahn, and Mandl (1994) noted that research in the field of organizational change and development has evolved from four major paradigms: organizational development, strategic choice, resource dependence-institutional theory, and population ecology. That all four of these paradigms consider change at the organizational level is a telling depiction of the organizational change literature. Research dealing with organizational change has been largely dominated by a macro, systems-oriented focus. Some researchers have called for a more micro, person-oriented focus pertaining to issues important in change (Bray, 1994), yet micro-level research on organizational change remains limited. Studies of individual behavior in relation to organizational change typically have

Job satisfaction of older workers

Abstract: Using data for The Netherlands, this paper analyzes the relation between allocation, wages and job satisfaction. Five conclusions emerge from the empirical analysis: satisfaction with the job content is the main factor explaining overall job satisfaction; the effects of individual and job characteristics on job satisfaction differ by the aspect of the job considered; the response to a general question on job satisfaction differs from the response to questions on satisfaction with different aspects of the job; it is relevant to consider the joint relation between wages and job satisfaction; and skill mismatches do not seem to affect job satisfaction.

Organizational politics and organizational support as predictors of work attitudes, job performance, and organizational citizenship behavior.

Abstract: This study investigated the relationship of organizational politics and organizational support to various work attitudes and behaviors among a field sample of 128 participants. Consistent with our hypothesis, politics and support were related to job satisfaction, commitment, turnover intentions, and supervisor ratings of organizational citizenship behaviors. However, only support was related to job performance. We also examined whether or not organizational politics and organizational support comprise two distinct constructs or one global factor. The evidence here was ambiguous. Fit indices obtained from confirmatory factor analysis suggested that it is more parsimonious to treat politics and support as opposite ends of the same construct, though the two-factor model did show a slightly better fit. On the other hand, subsequent multiple regression analyses showed that support tended to account for additional criterion variance beyond the effect of politics, implying that there may be some practical utility to retaining politics and support as distinct constructs. Copyright © 1999 John Wiley & Sons, Ltd.

The Consequences of Emotional Labor: Effects on Work Stress, Job Satisfaction, and Well-Being

Abstract: Although early research suggested that the performance of emotional labor had deleterious effects on workers, recent empirical investigations have been equivocal. The performance of emotional labor appears to have diverse consequences for workers—both negative and positive. Variation in the consequences of emotional labor may be due to the different forms of emotion management involved. There is also evidence that the effects of emotional labor are specified by other work conditions. The effects of two forms of emotional labor on work stress, job satisfaction, and psychological distress—self-focused and other-focused emotion management—are explored using data from a survey of workers in a large organization. Results indicate that both forms of emotional labor have uniformly negative effects on workers, net of work complexity, control, and demands. Emotional labor increases perceptions of job stress, decreases satisfaction, and increases distress. Self-focused emotion management has the most pervasive and detrimental impacts. There is little evidence of interaction effects of work conditions and emotional labor.

Understanding Leader Emotional Intelligence and Performance: The Role of Self-Other Agreement on Transformational Leadership Perceptions

Abstract: The purpose of this study was to examine whether self-awareness of managers (defined as agreement between self and other leadership ratings) would moderate relationships between (a) aspects of emot...

The Influence of Goal Orientation and Self-Regulation Tactics on Sales Performance: A Longitudinal Field Test

Abstract: The authors investigated the influence of goal orientation on sales performance in a longitudinal field study with salespeople. As hypothesized, a learning goal orientation had a positive relationship with sales performance. This relationship was fully mediated by 3 self-regulation tactics: goal setting, effort, and planning. In contrast, a performance goal orientation was unrelated to sales performance. These results suggest that a focus on skill development, even for a veteran workforce, is likely to be associated with higher performance. Management should seek evidence of a learning goal orientation when selecting new employees, while avoiding an excessive focus on performance goal orientation without a comparable skill-development focus.

Perceived organizational support : Inferior versus superior performance by wary employees

Abstract: Retail employees in Study 1 and employees from multiple organizations in Study 2 completed a questionnaire investigating the moderating effect of perceived organizational support (POS) on the relationship of employees' fear of exploitation in exchange relationships (reciprocation wariness) and their

Distinguishing contextual performance from task performance for managerial jobs.

Abstract: The purpose of this study was to extend previous research on the contextual nd task performance distinction to managerial jobs. It was hypothesized that, unlike results for nonmanagerial work, the job dedication facet of contextual performance would contribute uniquely to overall managerial performance. The interpersonal facilitation facet of contextual performance was expected to be redundant with leadership task performance and therefore not to make a unique contribution. A multitrait-multirater correlation matrix was developed on the basis of meta-analysis. Structural equation modeling results generally supported the hypotheses, although there was some evidence of a unique contribution by interpersonal facilitation. Results also suggested that peers paid more attention to interpersonal facilitation when making overall performance ratings, whereas supervisors paid more attention to task performance.

Does Pay for Performance Increase or Decrease Perceived Self-Determination and Intrinsic Motivation?

Abstract: Laboratory and field studies examined the relationships of reward for high performance with perceived self-determination and intrinsic motivation. Study 1 found that pay for meeting a performance standard had positive effects on college students' perceived self-determination and competence, expressed task enjoyment, and free time spent performing the task. Furthermore, reward's incremental effect on expressed task enjoyment was mediated by perceived self-determination and competence. Study 2 established that perceived self-determination mediated positive relationships between employees' performance-reward expectancy and perceived organizational support, positive mood at work, and job performance. Study 3 demonstrated that performance-reward expectancy was positively related to employees' expressed interest in daily job activities, with this relationship being greater among employees having a high desire for control. Individualistic views of human nature, embedded in humanist and social-cognitive theories of motivation, propose that persons pursue their unique potentialities and resist constraints on freedom of action. Jean Jacques Rousseau (1712-1778), an influential proponent of individualism, believed that openness to new experience and spontaneity in thought and action were required for self-actualization. Rousseau (1762/1974, 1782/1995) depicted the exploration of short-term whims and long-term avocations as fundamental to human development, and he strenuously objected to social restrictions on how people conduct their lives. Such accounts suppose an innate motive for autonomy or selfdetermination, involving "a sense of freedom to act or make choices; avoiding the feeling of being pressured, constrained, or coerced" (Ford, 1992, p. 89). Deci and Ryan's (1985, 1987) cognitive evaluation theory (CET) elaborates these conceptions and incorporates a related assumption having far-reaching theoretical and empirical implications: Tangible reward is assumed to be an aversive form of social control that lessens perceived selfdetermination and thereby reduces enjoyment of activities for their own sake (intrinsic motivation).

Bridging the work-family policy and productivity gap: A literature review

Abstract: This paper uses both qualitative and quantitative methods to examine the relationship between work-family conflict and six work outcomes: performance, turnover, absenteeism, organizational commitment, job involvement, and burnout. Also reviewed are studies on the effects of employer (work-family) policies aimed at reducing such conflict. Policies to aid employees in managing work and family roles can be expensive, and studies show that they are often marginally effective. The review shows that relationships between work-family policies and organizational effectiveness is mixed and their connection to work-family conflict often under-examined. Work-family conflict is a critical link that may shed light on policy impacts. Suggestions on how future studies can build bridges between practitioners and academics and more clearly examine organizational effectiveness links are provided.

A Funny Thing Happened on the Way to the Bottom Line: Humor as a Moderator of Leadership Style Effects

Abstract: In this study, we examined the links between leadership style, the use of humor, and two measures of performance. Results indicated that leadership style was moderated by the use of humor in its re...

A tale of two job markets: organizational size and its effects on hiring practices and job search behavior

Abstract: Small firms employ half the U.S. private sector workforce, yet recruitment research has traditionally focused on large firms. The present study attempts to advance knowledge on how recruitment practices vary with firm size. Results suggest that the recruitment practices of larger firms are generally more formal and bureaucratic than those of smaller firms. In addition, the study demonstrates that many job seekers have distinct preferences regarding firm size, and that preferred firm size is related to job search behavior. Taken together, these findings suggest that firm size is an overlooked and important aspect of the recruitment/job search context. The processes involved in matching employers and applicants differ so much as a function of firm size that one might argue that large and small firms comprise separate labor markets.

Violence in the emergency department: a survey of health care workers

Abstract: BACKGROUND: Violence in the workplace is an ill-defined and underreported concern for health care workers. The objectives of this study were to examine perceived levels of violence in the emergency department, to obtain health care workers' definitions of violence, to determine the effect of violence on health care workers and to determine coping mechanisms and potential preventive strategies. METHODS: A retrospective written survey of all 163 emergency department employees working in 1996 at an urban inner-city tertiary care centre in Vancouver. The survey elicited demographic information, personal definition of violence, severity of violence, degree of stress as a result of violence and estimate of the number of encounters with violence in the workplace in 1996. The authors examined the effects of violence on job performance and job satisfaction, and reviewed coping and potential preventive strategies. RESULTS: Of the 163 staff, 106 (65%) completed the survey. A total of 68% (70/103) reported an increased frequency of violence over time, and 60% (64/106) reported an increased severity. Most of the respondents felt that violence included witnessing verbal abuse (76%) and witnessing physical threats or assaults (86%). Sixty respondents (57%) were physically assaulted in 1996. Overall, 51 respondents (48%) reported impaired job performance for the rest of the shift or the rest of the week after an incident of violence. Seventy-seven respondents (73%) were afraid of patients as a result of violence, almost half (49%) hid their identities from patients, and 78 (74%) had reduced job satisfaction. Over one-fourth of the respondents (27/101) took days off because of violence. Of the 18 respondents no longer working in the emergency department, 12 (67%) reported that they had left the job at least partly owing to violence. Twenty-four-hour security and a workshop on violence prevention strategies were felt to be the most useful potential interventions. Physical exercise, sleep and the company of family and friends were the most frequent coping strategies. INTERPRETATION: Violence in the emergency department is frequent and has a substantial effect on staff well-being and job satisfaction.

A content analysis of staff nurse descriptions of job satisfaction and dissatisfaction.

Abstract: Job satisfaction of nurses has been studied, using quantitative methodology, but hospital staff nurse descriptions of the source of their job satisfaction and job dissatisfaction have rarely been examined. This study collected information from 30 staff nurses through semistructured, taped interviews. Using content analysis, interviews were coded and categories and themes were identified. Findings indicate that job satisfaction was derived from the following categories: patient care, environment, balanced workload, relations with coworkers, personal factors, salary and benefits, professionalism, cultural background of the nurse and career stage of the nurse. Themes related to patient care, the pace and variety in an acute care environment, relationships with coworkers and meeting personal and family needs were cited as particularly relevant to job satisfaction. Job dissatisfaction was primarily influenced by patient care, factors that interfere with the job and patient care, feeling overloaded, relations with coworkers, personal factors, organizational factors and the career stage of the nurse. Themes related to the following categories have the greatest influence on job dissatisfaction: feeling overloaded, factors that interfere with patient care, coworkers who do not provide good care and situations that feel unfair. The actual words of nurses were included to provide depth and substance to the categories and themes. A discussion was presented of the relationship of these findings to theory and to outcomes of quantitative research. These findings have implications for nursing practice, administration and education as the profession considers organizational and individual factors influencing nurses' feelings about their job and prepares for future nursing shortages.

The Effect of Team Building on Performance: An Integration

Abstract: In this article, meta-analytic integration of research examining the effects of team building on performance is reported. Overall, there was no significant effect of team building on performance. H...

A study of the relationships between compensation package, work motivation and job satisfaction

Abstract: This study applied the theoretical framework based on expectancy and discrepancy theories to examine how the elements of total compensation might influence work motivation and job satisfaction. The principal dimensions of total compensation that give rise to distinct reactions among employees were examined. Two samples of employees, 269 exempt employees and 297 nonexempt employees, were studied separately in order to identify the differences of reaction between these two groups. The relationships between the elements of total compensation, work motivation and job satisfaction were analysed by a structural equations model with LISREL VII. Proposals were developed to predict the conditions of compensation efficiency on work motivation and job satisfaction in the cultural context of employment in France. The three principal conclusions of the study were: (1) under certain conditions, individualized compensation of exempt employees can be a factor of work motivation; (2) flexible pay of nonexempt employees neither motivates nor increases job satisfaction; (3) benefits of exempt and nonexempt employees neither motivate nor increase job satisfaction. Copyright © 1999 John Wiley & Sons, Ltd.

Getting More Than You Pay For: Organizational Citizenship Behavior and Pay-For-Performance Plans

Abstract: Economic control frameworks such as agency theory start with the assumption that employee and employer interests naturally diverge, whereas alternative control frameworks imply that employee and employer interests are often aligned. Integrating these literatures, we hypothesized that value alignment moderates the impact of pay for performance on extrarole behaviors. Our study of employees in the utility industry supported this hypothesis. Pay for performance had a negative impact on extrarole behaviors for employees low in value alignment but not for employees high in value alignment.

Research Notes. Getting More Than You Pay For: Organizational Citizenship Behavior and Pay-For-Performance Plans

Abstract: Economic control frameworks such as agency theory start with the assumption that employee and employer interests naturally diverge, whereas alternative control frameworks imply that employee and employer interests are often aligned. Integrating these literatures, we hypothesized that value alignment moderates the impact of pay for performance on extrarole behaviors. Our study of employees in the utility industry supported this hypothesis. Pay for performance had a negative impact on extrarole behaviors for employees low in value alignment but not for employees high in value alignment.

Derivation and implications of a meta‐analytic matrix incorporating cognitive ability, alternative predictors, and job performance

Abstract: A variety of recent articles in the personnel selection literature have used analyses of meta-analytically derived matrices to draw general conclusions for the field. The purpose of this article is to construct a matrix that incorporates as complete information as possible on the relationships among cognitive ability measures, three sets of alternative predictors, and job performance, We build upon a starting matrix used by Schmitt, Rodgers, Chan, Sheppard, and Jennings (1997). Mean differences, by race, for each of the measures and the potential for adverse impact of predictor composites are also considered. We demonstrate that the use of alternative predictors alone to predict job performance (in the absence of cognitive ability) lowers the potential for adverse impact. However, in contrast to recent claims, adverse impact continues to occur at many commonly used selection ratios. Future researchers are encouraged to use our matrix and to expand upon it as new primary research becomes available. We also report and reaffirm many methodological lessons along the way, including the many judgment calls that appear in an effort of this magnitude and a reminder that the field could benefit from even greater conceptual care regarding what is labeled an “alternative predictor.” Directions for future meta-analyses and for future primary research activities are also derived.