Showing papers on "Job performance published in 2000"
TL;DR: In this paper, the authors review a diverse set of literatures that directly address proactive behavior in organizational contexts and describe four constructs related to proactive behavior: proactive personality, personal initiative, role breadth self-efficacy, and taking charge.
1,873 citations
TL;DR: A meta-analytic estimate of the criterion-related validity of explicit Big 5 measures for predicting job performance and contextual performance is provided and suggestions for future research aimed at enhancing the validity of personality predictors are provided.
Abstract: Prior meta-analyses investigating the relation between the Big 5 personality dimensions and job performance have all contained a threat to construct validity, in that much of the data included within these analyses was not derived from actual Big 5 measures. In addition, these reviews did not address the relations between the Big 5 and contextual performance. Therefore, the present study sought to provide a meta-analytic estimate of the criterion-related validity of explicit Big 5 measures for predicting job performance and contextual performance. The results for job performance closely paralleled 2 of the previous meta-analyses, whereas analyses with contextual performance showed more complex relations among the Big 5 and performance. A more critical interpretation of the Big 5-performance relationship is presented, and suggestions for future research aimed at enhancing the validity of personality predictors are provided.
1,631 citations
TL;DR: In this article, the authors examined the effects of general organizational climate on safety climate and safety performance and found that safety climate was related to self-reports of compliance with safety regulations and procedures as well as participation in safety-related activities within the workplace.
1,513 citations
TL;DR: It is suggested that work satisfaction is explained largely by job characteristics but that LMX and TMX combine with job characteristics and empowerment to explain variation in organizational commitment and job performance.
Abstract: A field investigation of 337 employees and their immediate superiors tested the mediating role of empowerment in relations between job characteristics, leader-member exchange (LMX), team-member exchange (TMX), and work outcomes. The meaning and competence dimensions of empowerment mediated the relation between job characteristics and work satisfaction. The meaning dimension also mediated the relation between job characteristics and organizational commitment. Contrary to prediction, empowerment did not mediate relations between LMX, TMX, and the outcome variables. Rather, LMX and TMX were directly related to organizational commitment. In addition, TMX was directly related to job performance. These findings suggest that work satisfaction is explained largely by job characteristics (through empowerment) but that LMX and TMX combine with job characteristics and empowerment to explain variation in organizational commitment and job performance.
1,371 citations
TL;DR: The development and administration of an instrument, the Job Adaptability Inventory, was used to empirically examine the proposed taxonomy in 24 different jobs and indicated a good fit for the 8-factor model.
Abstract: The purpose of this research was to develop a taxonomy of adaptive job performance and examine the implications of this taxonomy for understanding, predicting, and training adaptive behavior in work settings Two studies were conducted to address this issue In Study 1, over 1,000 critical incidents from 21 different jobs were content analyzed to identify an 8-dimension taxonomy of adaptive performance Study 2 reports the development and administration of an instrument, the Job Adaptability Inventory, that was used to empirically examine the proposed taxonomy in 24 different jobs Exploratory factor analyses using data from 1,619 respondents supported the proposed 8-dimension taxonomy from Study 1 Subsequent confirmatory factor analyses on the remainder of the sample (n = 1,715) indicated a good fit for the 8-factor model Results and implications are discussed
1,247 citations
TL;DR: Results from Study 2 revealed that core self-evaluations measured in childhood and in early adulthood were linked to job satisfaction measured in middle adulthood, and in Study 2 job complexity mediated part of the relationship between both assessments of coreSelf-evaluation and job satisfaction.
Abstract: This study tested a model of the relationship between core self-evaluations, intrinsic job characteristics, and job satisfaction. Core self-evaluations was assumed to be a broad personality concept manifested in 4 specific traits: self-esteem, generalized self-efficacy, locus of control, and low neuroticism. The model hypothesized that both subjective (perceived) job characteristics and job complexity mediate the relationship between core self-evaluations and job satisfaction. Two studies were conducted to test the model. Results from Study 1 supported the hypothesized model but also suggested that alternative models fit the data well. Results from Study 2 revealed that core self-evaluations measured in childhood and in early adulthood were linked to job satisfaction measured in middle adulthood. Furthermore, in Study 2 job complexity mediated part of the relationship between both assessments of core self-evaluations and job satisfaction.
1,012 citations
TL;DR: In this paper, the importance of work-group identification relative to organizational identification (OID) was investigated and the work group identification was predicted to be stronger than OID as well as more predictive of organizational attitudes and behaviour.
Abstract: Adopting the social identity perspective on organizational identification proposed by Ashforth and Mael (1989), the present study tested two hypotheses concerning the importance of work-group identification (WID) relative to organizational identification (OID). WID was predicted to be stronger than OID as well as more predictive of organizational attitudes and behaviour. Data about employees’ WID, OID, job satisfaction, turnover intentions, job involvement, and job motivation from two samples (N = 76 and N = 163) supported these predictions. We conclude that our understanding of organizational attitudes and behaviour has much to gain by an open eye for the multiple foci of identification that are associated with organizational membership, and that managerial practice may benefit from an increased focus on the work group.
897 citations
TL;DR: OC was positively related to job-focused constructs such as job involvement and satisfaction and had an indirect effect on organizational turnover intention through occupational turnover intention, suggesting that attitudes toward the job itself may be a central concern in committing to one's occupation.
Abstract: Relations between occupational commitment (OC) and several person- and work-related variables were examined meta-analytically (76 samples; across analyses, Ns ranged 746-15,774). Major findings are as follows. First, OC was positively related to job-focused constructs such as job involvement and satisfaction, suggesting that attitudes toward the job itself may be a central concern in committing to one's occupation. Second, consistent with previous work, OC and organizational commitment were positively related. This relation was found to be moderated by the compatibility of the profession and the employing organization. Third, OC was positively related to job performance and had an indirect effect on organizational turnover intention through occupational turnover intention. This latter effect suggests that understanding of organizational turnover can be enhanced by incorporating occupation-related variables into turnover models.
754 citations
TL;DR: Results confirm the strong effects of job demands and job resources on exhaustion and disengagement respectively, and the mediating role of burnout between the working conditions and life satisfaction.
Abstract: This study, among 109 German nurses, tested a theoretically derived model of burnout and overall life satisfaction. The model discriminates between two conceptually different categories of working conditions, namely job demands and job resources. It was hypothesized that: (1) job demands, such as demanding contacts with patients and time pressure, are most predictive of exhaustion; (2) job resources, such as (poor) rewards and (lack of) participation in decision making, are most predictive of disengagement from work; and (3) job demands and job resources have an indirect impact on nurses' life satisfaction, through the experience of burnout (i.e., exhaustion and disengagement). A model including each of these relationships was tested simultaneously with structural equations modelling. Results confirm the strong effects of job demands and job resources on exhaustion and disengagement respectively, and the mediating role of burnout between the working conditions and life satisfaction. These findings contribute to existing knowledge about antecedents and consequences of occupational burnout, and provide guidelines for interventions aimed at preventing or reducing burnout among nurses.
746 citations
TL;DR: In this paper, the authors investigated the hypothesis that the advantage corporate social performance (CSP) yields in attracting human resources depends on the degree of job choice possessed by the job seeking population.
Abstract: This study investigates the hypothesis that the advantage corporate social performance (CSP) yields in attracting human resources depends on the degree of job choice possessed by the job seeking population. Results indicate that organizational CSP is positively related to employer attractiveness for job seekers with high levels of job choice but not related for populations with low levels suggesting advantages to firms with high levels of CSP in the ability to attract the most qualified employees.
738 citations
TL;DR: In this article, the authors report two field studies that, taken together, provide an opportunity to simultaneously examine the relative contribution of psychological well-being and job satisfaction to job performance.
Abstract: The happy-productive worker hypothesis has most often been examined in organizational research by correlating job satisfaction to performance. Recent research has expanded this to include measures of psychological well-being. However, to date, no field research has provided a comparative test of the relative contribution of job satisfaction and psychological well-being as predictors of employee performance. The authors report 2 field studies that, taken together, provide an opportunity to simultaneously examine the relative contribution of psychological well-being and job satisfaction to job performance. In Study 1, psychological well-being, but not job satisfaction, was predictive of job performance for 47 human services workers. These findings were replicated in Study 2 for 37 juvenile probation officers. These findings are discussed in terms of research on the happy-productive worker hypothesis.
TL;DR: In a survey of 2,200 individuals, the authors examined the degree to which work environments are structured to complement the creative requirements of jobs and found that proximal job characteristics were more strongly associated with a combined objective and perceptual measure of job-required creativity than were distal organizational characteristics.
Abstract: In a survey of 2,200 individuals, the authors examined the degree to which work environments are structured to complement the creative requirements of jobs. Regression analyses indicated that proximal job characteristics were more strongly associated with a combined objective and perceptual measure of job-required creativity than were distal organizational characteristics. Furthermore, higher job satisfaction and lower intentions to leave were found for individuals whose work environments complemented the creative requirements of their jobs.
TL;DR: In this article, the authors reviewed contemporary models of job performance and pointed out links between task performance, contextual performance, organizational citizenship behaviors, counterproductivity and organizational deviance, and discussed measurement issues in constructing generic models applicable across jobs.
Abstract: Contemporary models of job performance are reviewed. Links between task performance, contextual performance, organizational citizenship behaviors, counterproductivity and organizational deviance are pointed out. Measurement issues in constructing generic models applicable across jobs are discussed. Implications for human resource management in general, and performance appraisal for selection and assessment in particular, are explored. It is pointed out that the different dimensions or facets of individual job performance hypothesized in the literature are positively correlated. This positive manifold suggests the presence of a general factor which represents a common variance shared across all the dimensions or facets. Although no consensus exists in the extant literature on the meaning and source of this shared variance (i.e., the general factor), rater idiosyncratic halo alone does not explain this general factor. Future research should explain the common individual differences determinants of performance dimensions.
TL;DR: In this paper, the authors investigate the mediating role of organizational commitment in the relationships of leadership behavior with the work outcomes of job satisfaction and job performance in a non-western country where multiculturalism is a dominant feature of the workforce.
Abstract: This article investigates the potential mediating role of organizational commitment in the relationships of leadership behavior with the work outcomes of job satisfaction and job performance in a non‐western country where multiculturalism is a dominant feature of the workforce. It also explores the moderating effects of national culture on the relationships of leadership behavior with organizational commitment, job satisfaction and job performance in such a setting. Results suggest (in support of many western studies) that those who perceive their superiors as adopting consultative or participative leadership behavior are more committed to their organizations, more satisfied with their jobs, and their performance is high. The results also indicate that national culture moderates the relationship of leadership behavior with job satisfaction.
TL;DR: In this article, the authors explored several hypothesized relationships between real time affect while working and standard measures of job satisfaction, and concluded that affect is a missing piece of overall job attitude, as well as a phenomenon worthy of investigation in its own right.
Abstract: Job satisfaction is often described as an affective response to one's job, but is usually measured largely as a cognitive evaluation of job features. This paper explores several hypothesized relationships between real time affect while working and standard measures of job satisfaction. Experience sampling methodology was used to obtain up to 50 reports of immediate mood and emotions from 121 employed persons over a two week period. As expected, real time affect is related to overall satisfaction but is not identical to satisfaction. Moment to moment affect is more strongly related to a faces measure of satisfaction than to more verbal measures of satisfaction. Positive and negative emotions both make unique contributions to predicting overall satisfaction, and affect accounts for variance in overall satisfaction above and beyond facet satisfactions. Frequency of net positive emotion is a stronger predictor of overall satisfaction than is intensity of positive emotion. It is concluded that affect while working is a missing piece of overall job attitude, as well as a phenomenon worthy of investigation in its own right. Implications for further research and for improving the conceptualization and measurement of job satisfaction are discussed. Copyright © 2000 John Wiley & Sons, Ltd.
TL;DR: In this article, the authors distinguished between two modal emotional display rules, demands to express positive efference and demands to suppress negative efference, that partially constitute the work roles of many employees.
Abstract: The present study distinguished between two modal emotional display rules, demands to express positive efference and demands to suppress negative efference, that partially constitute the work roles of many employees. Perceived demands to express positive emotion were positively related to health symptoms primarily among those reporting: (1) lower identification with the organization; (2) lower job involvement; and (3) lower emotional adaptability. The effects of various personality traits and situational variables on perceived emotional labor differed depending on the nature of the emotional labor. The findings are discussed in terms of implications of emotional labor for health and practices through which organizations might intervene to minimize its unhealthful consequences among employees. We also attempt to reconcile the findings with some of the related research in psychology suggesting that some forms of required efference may have salutary physiological consequences. Copyright © 2000 John Wiley & Sons, Ltd.
TL;DR: The positive contribution of the cohesiveness of ward nursing staff is highlighted, but the potential for many current NHS staffing strategies and work environments to undermine the development of cohesive working relationships is also noted.
Abstract: Hospital nurses' job satisfaction, individual and organizational characteristics Using the Ward Organizational Features Scales (WOFS), relationships between aspects of the organization of acute hospital wards, nurses' personal characteristics and nurses' job satisfaction are examined among a nationally representative sample of 834 nurses in England. The analysis contributes to a growing body of evidence demonstrating the importance of interpersonal relationships to nurses' job satisfaction. In particular, the positive contribution of the cohesiveness of ward nursing staff is highlighted, but the potential for many current NHS staffing strategies and work environments to undermine the development of cohesive working relationships is also noted. Other influential factors are nurses' relationships with medical staff, perceptions of their workload and their evaluation of the appropriateness of the system of nursing being practised. The importance of measuring nurses' subjective assessments of their work environment is emphasized. A weak association was found between grade and job satisfaction. Individual nurse characteristics were found not to be associated with job satisfaction.
TL;DR: In this paper, the authors examined job stressors and coworker social support in relation to both psychological strains and performance and found no evidence that social support moderated the effects of any of the stressors.
Abstract: This study examined job stressors and coworker social support in relation to both psychological strains and performance. One hundred and ninety-eight door-to-door bookdealers, employed on a seasonal basis, completed self-report measures of job stressors, psychological strains, coworker social support, and job performance. Performance data were also obtained from company records. Results indicated that stressors predicted both psychological strains and one of the two measures of performance. The strongest predictor was a job-specific measure of chronic stressors. Social support predicted psychological strains, although it was only weakly related to performance. There was no evidence that social support moderated the effects of any of the stressors. Implications of these findings are discussed. Copyright © 2000 John Wiley & Sons, Ltd.
TL;DR: The authors conducted a meta-analysis of correlations between role ambiguity and job performance and role conflict and role performance, finding that role ambiguity ought not be dismissed as an unimportant variable in the job performance domain.
TL;DR: In this paper, the authors present a preliminary model explicating how organizational, task, and reward structures affect the activation of members' personal relational, and collective identity orientations, and further outline the manner in which the identity orientation of majority and minority individuals link to cognition, affect, and behavior of each group, as well as to diversity-related organizational outcomes.
Abstract: Our present understanding of identification processes poses a serious limitation to diversity research. In this article I present a preliminary model explicating how organizational, task, and reward structures affect the activation of members' personal relational, and collective identity orientations. I further outline the manner in which the identity orientations of majority and minority individuals link to cognition, affect, and behavior of members of each group, as well as to diversity-related organizational outcomes. Activating a relational identity orientation may promote benefits and inhibit disadvantages associated with diversity. I also discuss apparent theoretical and practical contributions of the model.
TL;DR: Two personality variables, extraversion and openness to experience, were associated with higher levels of proactive socialization behavior and highlighted the importance of 2 control variables in the experience of socialization into a new job.
Abstract: This 3-wave longitudinal study aimed to extend current understanding of the predictors and outcomes of employee proactivity (involving information seeking, feedback seeking, relationship building, and positive framing) in the socialization process. Two personality variables, extraversion and openness to experience, were associated with higher levels of proactive socialization behavior. Of the proactive behaviors studied, feedback seeking and relationship building were highlighted in their importance because of their various relationships with the work-related outcomes assessed in this study (e.g., social integration, role clarity, job satisfaction, intention to turnover, and actual turnover). The results also highlighted the importance of 2 control variables (opportunity to interact with others on the job and skill level of the new job) in the experience of socialization into a new job.
TL;DR: This article investigated whether perceived team support and team commitment relate to employee outcomes differently than perceived organizational support and organizational commitment and found that team commitment mediated the relationships between support and the outcome variables.
TL;DR: In this article, the authors empirically link conflict management literature with research on efficacy and organizational teams and suggest how organizational teams can be prepared to make use of their autonomy to deal with problems and conflicts so that they are productive.
Abstract: The study empirically links conflict management literature with research on efficacy and organizational teams. Sixty-one self-managing teams with 489 employees were recruited from the production department of a leading electronic manufacturer. Structural equation analysis supports the model that a cooperative instead of competitive approach to conflict leads to conflict efficacy that in turn results in effective performance as measured by managers. Findings suggest how organizational teams can be prepared to make use of their autonomy to deal with problems and conflicts so that they are productive.
TL;DR: Evidence from 2 samples of Air Force mechanics supported the hypothesis that contextual performance affects employees' career advancement and rewards over time, andalyses using correlations corrected for unreliability suggest these results cannot be attributed to measurement error.
Abstract: Evidence from 2 samples of Air Force mechanics supported the hypothesis that contextual performance affects employees' career advancement and rewards over time. Results of hierarchical regressions controlling for experience showed task performance and contextual performance each predicted systemic rewards. Each facet explained separate variance in promotability ratings over 2 years. In both samples, contextual performance explained separate variance in informal rewards but task performance did not. Task performance explained incremental variance in career advancement 1 year later but contextual performance did not. Analyses using correlations corrected for unreliability suggest these results cannot be attributed to measurement error. Contextual performance still explained separate variance in informal rewards, and task performance explained distinct variance in career advancement a year later.
TL;DR: In this article, a study explores how teleworking is perceived by employees and highlights its possible benefits and pitfalls, and examines teleworking impact on effectiveness, quality of working life, and family life.
Abstract: This study explores how teleworking is perceived by employees and highlights its possible benefits and pitfalls. Interviews with sixty-two teleworkers in five UK organisations provide a comprehensive view on this mode of work. In particular the study examines teleworking impact on effectiveness, quality of working life, and family life.
TL;DR: In this paper, the relationship between perception of organizational politics, job attitudes, and several other work outcomes was examined among 303 public sector employees in Israel, and a weak negative relationship was found between perceived organizational politics and employees' performance as reported by supervisors.
TL;DR: In this article, the authors present specific conditions under which feedback might be less effective, or even harmful, and discuss the implications of their results and model for designing of interventions aimed at improving performance.
Abstract: Executive Overview Performance feedback is an important part of many organizational interventions. Managers typically assume that providing employees with feedback about their performance makes it more likely that performance on the job will be improved. Despite the prevalence of feedback mechanisms in management interventions, however, feedback is not always as effective as is typically assumed. In this article, we present specific conditions under which feedback might be less effective, or even harmful. We then discuss the implications of our results and model for designing of interventions aimed at improving performance, and focus more narrowly on 360-degree appraisal systems. After arguing that these systems typically have design characteristics that reduce effectiveness, we conclude with recommendations for improving their effectiveness. We also emphasize the need for systematic evaluations of feedback interventions.
TL;DR: In this article, the authors examined the relationship between actual and comparison pay and job satisfaction and found that the higher expressed job satisfaction of women represents an innate difference rather than the results of self-selection into jobs with highly valued attributes.
Abstract: This paper examines sex differences in job satisfaction by utilizing data from the 1986 UK Social and Economic Life Initiative (SCELI) household survey. It attempts to ascertain the relationship between actual and comparison pay and job satisfaction. Employees were asked on a 0–10 scale how satisfied or dissatisfied they were with their present job. They were also asked to state whether they were equitably, over or underpaid and to say how much pay they thought they deserved. Uniquely, therefore, we are able to analyse the effects of both actual and objective and subjective comparative pay measures on job satisfaction. The paper rejects the view that the higher expressed job satisfaction of women represents an innate difference rather than the results of self-selection into jobs with highly valued attributes.
TL;DR: This chapter reviews personnel selection research from 1995 through 1999, with three major themes revealed: better taxonomies produce better selection decisions, and the field of personality research is healthy, as new measurement methods, personality constructs, and compound constructs of well-known traits are being researched and applied to personnel selection.
Abstract: This chapter reviews personnel selection research from 1995 through 1999. Areas covered are job analysis; performance criteria; cognitive ability and personality predictors; interview, assessment center, and biodata assessment methods; measurement issues; meta-analysis and validity generalization; evaluation of selection systems in terms of differential prediction, adverse impact, utility, and applicant reactions; emerging topics on team selection and cross-cultural issues; and finally professional, legal, and ethical standards. Three major themes are revealed: (a) Better taxonomies produce better selection decisions; (b) The nature and analyses of work behavior are changing, influencing personnel selection practices; (c) The field of personality research is healthy, as new measurement methods, personality constructs, and compound constructs of well-known traits are being researched and applied to personnel selection.