Showing papers on "Job performance published in 2002"
TL;DR: This paper conducted meta-analyses to assess relations among affective, continuance, and normative commitment to the organization and relations between the three forms of commitment and variables identified as their antecedents, correlates, and consequences in Meyer and Allen's (1991) Three-Component Model.
6,149 citations
TL;DR: The authors reviewed more than 70 studies concerning employees' general belief that their work organization values their contribution and cares about their well-being (perceived organizational support; POS) and indicated that 3 major categories of beneficial treatment received by employees were associated with POS.
Abstract: The authors reviewed more than 70 studies concerning employees' general belief that their work organization values their contribution and cares about their well-being (perceived organizational support; POS). A meta-analysis indicated that 3 major categories of beneficial treatment received by employees (i.e., fairness, supervisor support, and organizational rewards and favorable job conditions) were associated with POS. POS, in turn, was related to outcomes favorable to employees (e.g., job satisfaction, positive mood) and the organization (e.g., affective commitment, performance, and lessened withdrawal behavior). These relationships depended on processes assumed by organizational support theory: employees' belief that the organization's actions were discretionary, feeling of obligation to aid the organization, fulfillment of socioemotional needs, and performance-reward expectancies.
5,828 citations
TL;DR: In this paper, the authors developed a psychometrically sound and practically short EI measure that can be used in leadership and management studies, and provided exploratory evidence for the effects of the EI of both leaders and followers on job outcomes.
Abstract: Recently, increasing numbers of scholars have argued that emotional intelligence (EI) is a core variable that affects the performance of leaders. In this study, we develop a psychometrically sound and practically short EI measure that can be used in leadership and management studies. We also provide exploratory evidence for the effects of the EI of both leaders and followers on job outcomes. Applying Gross' emotion regulation model, we argue that the EI of leaders and followers should have positive effects on job performance and attitudes. We also propose that the emotional labor of the job moderates the EI–job outcome relationship. Our results show that the EI of followers affects job performance and job satisfaction, while the EI of leaders affects their satisfaction and extra-role behavior. For followers, the proposed interaction effects between EI and emotional labor on job performance, organizational commitment, and turnover intention are also supported.
2,787 citations
TL;DR: Support for the validity of the dispositional source of job satisfaction when traits are organized according to the 5-factor model is indicated.
Abstract: This study reports results of a meta-analysis linking traits from the 5-factor model of personality to overall job satisfaction. Using the model as an organizing framework, 334 correlations from 163 independent samples were classified according to the model. The estimated true score correlations with job satisfaction were .29 for Neuroticism, .25 for Extraversion, .02 for Openness to Experience, .17 for Agreeableness, and .26 for Conscientiousness. Results further indicated that only the relations of Neuroticism and Extraversion with job satisfaction generalized across studies. As a set, the Big Five traits had a multiple correlation of .41 with job satisfaction, indicating support for the validity of the dispositional source of job satisfaction when traits are organized according to the 5-factor model. Research on the dispositional source of job satisfaction has had a spotty history in job satisfaction research. The personological basis of job satisfaction was considered in the earliest treatments of job satisfaction. Hoppock (1935), for example, noted a strong correlation between workers’ emotional adjustment and their levels of job satisfaction. Similarly, Fisher and Hanna (1931) concluded that a large part of dissatisfaction resulted from emotional maladjustment. With some noteworthy exceptions (P. C. Smith, 1955; Weitz, 1952), these early considerations of the dispositional source of job satisfaction lay dormant until the 1980s, when a series of provocative studies (Arvey, Bouchard, Segal, & Abra
2,063 citations
TL;DR: In this article, a new construct, creative self-efficacy, tapping employees' belief that they can be creative in their work roles, was tested using data from two different firms.
Abstract: Using data from two different firms, this study tested a new construct, creative self-efficacy, tapping employees' belief) that they can be creative in their work roles. Results support the discriminant validity of the construct and indicate that job tenure, job self-efficacy, supervisor behavior, and job complexity contribute to creative efficacy beliefs. Creative self-efficacy also predicted creative performance beyond the predictive effects of job self-efficacy. Differences in results between white-collar and blue-collar samples suggest considerations for both theory and practice.
1,885 citations
TL;DR: To investigate the role of affect and cognitions in predicting organizational citizenship behavior (OCB) and workplace deviance behavior (WDB), data were collected from 149 registered nurses and their coworkers, strongly suggesting the importance of considering discrete emotions in job affect research.
Abstract: To investigate the role of affect and cognitions in predicting organizational citizenship behavior (OCB) and workplace deviance behavior (WDB), data were collected from 149 registered nurses and their coworkers. Job affect was associated more strongly than were job cognitions with OCB directed at individuals, whereas job cognitions correlated more strongly than did job affect with OCB directed at the organization. With respect to WDB, job cognitions played a more important role in prediction when job affect was represented by 2 general mood variables (positive and negative affect). When discrete emotions were used to represent job affect, however, job affect played as important a role as job cognition variables, strongly suggesting the importance of considering discrete emotions in job affect research.
1,842 citations
TL;DR: Even though recent interest in affect in the workplace has been intense, many theoretical and methodological opportunities and challenges remain.
Abstract: The study of affect in the workplace began and peaked in the 1930s, with the decades that followed up to the 1990s not being particularly fertile. Whereas job satisfaction generally continues to be loosely but not carefully thought of and measured as an affective state, critical work in the 1990s has raised serious questions about the affective status of job satisfaction in terms of its causes as well as its definition and measurement. Recent research has focused on the production of moods and emotions at work, with an emphasis, at least conceptually, on stressful events, leaders, work groups, physical settings, and rewards/punishment. Other recent research has addressed the consequences of workers' feelings, in particular, a variety of performance outcomes (e.g., helping behaviors and creativity). Even though recent interest in affect in the workplace has been intense, many theoretical and methodological opportunities and challenges remain.
1,703 citations
TL;DR: Results from a longitudinal design of 187 managers supported both the convergent and discriminant validity of the different types of fit perceptions of person-organization fit, needs-supplies fit, and demands-abilities fit.
Abstract: This study examined whether employees develop perceptions about 3 different types of fit: person-organization fit, needs-supplies fit, and demands-abilities fit. Confirmatory factor analyses of data from 2 different samples strongly suggested that employees differentiate between these 3 types of fit. Furthermore, results from a longitudinal design of 187 managers supported both the convergent and discriminant validity of the different types of fit perceptions. Specifically, person-organization fit perceptions were related to organization-focused outcomes (e.g., organizational identification, citizenship behaviors, turnover decisions), whereas needs-supplies fit perceptions were related to job- and career-focused outcomes (e.g., job satisfaction, career satisfaction, occupational commitment). Although demands-abilities fit perceptions emerged as a distinct construct, they were not related to hypothesized outcomes (e.g., job performance, raises).
1,645 citations
TL;DR: In this paper, a social exchange model of employee work attitudes and behaviors was used to test a LISREL results revealed that whereas the three organizational justice dimensions (distributive, procedural and interactional) were related to trust in organization only interactional justice was related with trust in supervisor.
Abstract: Data obtained from full-time employees of a public sector organization in India were used to test a social exchange model of employee work attitudes and behaviors. LISREL results revealed that whereas the three organizational justice dimensions (distributive, procedural and interactional) were related to trust in organization only interactional justice was related to trust in supervisor. The results further revealed that relative to the hypothesized fully mediated model a partially mediated model better fitted the data. Trust in organization partially mediated the relationship between distributive and procedural justice and the work attitudes of job satisfaction, turnover intentions, and organizational commitment but fully mediated the relationship between interactional justice and these work attitudes. In contrast, trust in supervisor fully mediated the relationship between interactional justice and the work behaviors of task performance and the individually- and organizationally-oriented dimensions of citizenship behavior.
1,574 citations
TL;DR: This study examined the relative importance of each component to ratings of overall performance by using an experimental policy-capturing design to read hypothetical profiles describing employees' task, citizenship, and counterproductive performance and provided global ratings of performance.
Abstract: A review of research on job performance suggests 3 broad components: task, citizenship, and counterproductive performance. This study examined the relative importance of each component to ratings of overall performance by using an experimental policy-capturing design. Managers in 5 jobs read hypothetical profiles describing employees' task, citizenship, and counterproductive performance and provided global ratings of performance. Within-subjects regression analyses indicated that the weights given to the 3 performance components varied across raters. Hierarchical cluster analyses indicated that raters' policies could be grouped into 3 homogeneous clusters: (a) task performance weighted highest, (b) counterproductive performance weighted highest, and (c) equal and large weights given to task and counterproductive performance. Hierarchical linear modeling indicated that demographic variables were not related to raters' weights.
1,338 citations
TL;DR: In this paper, the authors present a model that integrates findings from several areas to explain in parallel the voluntary acts of counterproductive work behavior (CWB) and organizational citizenship behavior (OCB).
TL;DR: A meta-analysis was conducted to estimate the true correlation between attitudinal organizational commitment and job performance and to identify moderators of this correlation as mentioned in this paper, finding that the correlation was at least marginally significantly stronger for extra role performance as opposed to in-role performance.
Abstract: A meta-analysis was conducted to estimate the true correlation between attitudinal organizational commitment and job performance and to identify moderators of this correlation. One-hundred and eleven samples from 93 published studies were included. The corrected mean correlation was 0.20. The correlation was at least marginally significantly stronger for: (a) extra-role performance as opposed to in-role performance; (b) white-collar workers as opposed to blue-collar workers; and (c) performance assessed by self ratings as opposed to supervisor ratings or objective indicators. Four other assumed moderators (commitment measure: Affective Commitment Scale versus Organizational Commitment Questionnaire, job level, age, and tenure) did not have at least marginally significant effects. Copyright © 2002 John Wiley & Sons, Ltd.
TL;DR: In this paper, the authors investigated the use of a single-item approach measuring facet satisfaction and found that the single item facet measure was significantly correlated with each of the five JDI facets (correlations ranged from.60 to.72).
Abstract: This study builds on the work of Wanous, Reichers, and Hudy (1997) by investigating the use of a single-item approach measuring facet satisfaction. Participants consisted of 207 employees from a variety of organizations who completed a job satisfaction survey containing the Job Descriptive Index (JDI) as well as a single-item which also measured each of five JDI facets. Results indicated that the single-item facet measure was significantly correlated with each of the JDI facets (correlations ranged from .60 to .72). Results also indicated that the single-item approach compared favourably to the JDI and in some cases accounted for incremental variance in self-reported job performance and intentions to turnover. Implications include the notions that single-item measures may be easier and take less time to complete, may be less expensive, may contain more face validity, and may be more flexible than multiple-item scales measuring facet satisfaction.
TL;DR: A model of job performance is developed and test that examines the mediating effects of cognitive-motivational work orientations on the relationships between personality traits and performance in a sales job and revealed striving for status and accomplishment mediate the effects of Extraversion and Conscientiousness on ratings of sales performance.
Abstract: Research shows consistent relations between personality and job performance. In this study the authors develop and test a model of job performance that examines the mediating effects of cognitive-motivational work orientations on the relationships between personality traits and performance in a sales job (N = 164). Covariance structural analyses revealed proximal motivational variables to be influential mechanisms through which distal personality traits affect job performance. Specifically, striving for status and accomplishment mediate the effects of Extraversion and Conscientiousness on ratings of sales performance. Although Agreeableness was related to striving for communion, neither Agreeableness nor communion striving was related to success in this sales job. The importance of the proposed motivational orientations model is discussed.
TL;DR: In this paper, the authors explored the relationship between participative management in the context of the strategic planning and job satisfaction in local government agencies and found that effective supervisory communications were positively associated with high levels of job satisfaction.
Abstract: Researchers and practitioners in both the public and private sectors agree that participative management improves employees' job satisfaction. Public agencies have also turned to strategic planning to enhance government performance and accountability. This study explores the relationship between participative management in the context of the strategic planning and job satisfaction in local government agencies. The results of multiple regression analysis show that managers' use of a participative management style and employees' perceptions of participative strategic planning processes are positively associated with high levels of job satisfaction. The study also finds that effective supervisory communications in the context of the strategic planning process are positively associated with high levels of job satisfaction. The study suggests that participative management that incorporates effective supervisory communications can enhance employees' job satisfaction. In this regard, organizational leaders in the public sector should emphasize changing organizational culture from the traditional pattern of hierarchical structure to participative management and empowerment.
TL;DR: In this article, the authors examined factors influencing readiness for healthcare organizational change, and found that workers with an active approach to job problem-solving with higher job change self-efficacy scores reported a higher readiness for change.
Abstract: To examine factors influencing readiness for healthcare organizational change, 654 randomly selected hospital staff completed questionnaires measuring the logistical and occupational risks of change, ability to cope with change and to solve jobrelated problems, social support, measures of Karasek's (1979) active vs. passive job construct (job demand× decision latitude) and readiness for organizational change. Workers in active jobs (Karasek, 1979) which afforded higher decision latitude and control over challenging tasks reported a higher readiness for organizational change scores. Workers with an active approach to job problem-solving with higher job change self-efficacy scores reported a higher readiness for change. In hierarchical regression analyses, active jobs, an active job problem-solving style and job-change self-efficacy contributed independently to the prediction of readiness for organizational change. Time 1 readiness for organizational change scores and an active approach to job problem-solving were the best predictors of participation in redesign activities during a year-long re-engineering programme.
TL;DR: In this article, the authors investigated the relationship between a measure of emotional intelligence, subjective stress, distress, general health, morale, quality of working life and management performance and found that managers who scored higher in EQ suffered less subjective stress and experienced better health and well-being, and demonstrated better management performance.
Abstract: Contemporary theories place emotions and self-regulation at the centre of a dynamic process of stress. Emotional Intelligence (EQ) is the ability to perceive, understand and reflectively manage one's own emotions and those of others. This study, which was situated within the management population (n = 224) of a large retail organization, investigates the relationship between a measure of EQ, subjective stress, distress, general health, morale, quality of working life and management performance. Significant correlations in the expected direction were found, indicating that managers who scored higher in EQ suffered less subjective stress, experienced better health and well-being, and demonstrated better management performance. Copyright © 2002 John Wiley & Sons, Ltd.
TL;DR: Support from different sources, including family, coworkers, and supervisors, was examined in 211 traffic enforcement agents and suggest that support may be associated with work-related outcomes through multiple pathways.
Abstract: Social support has been identified as an important correlate of a variety of work outcomes. Support from different sources, including family, coworkers, and supervisors, was examined in 211 traffic enforcement agents (92 men, 119 women). Outcomes included subjective variables (burnout and job satisfaction) and an objective measure of productivity (number of summonses). Support was negatively associated with burnout and positively associated with satisfaction and productivity. A cluster of support variables accounted for 7% of the variance in burnout and productivity and 12% of the variance in job satisfaction. Family support was more closely associated with burnout than with satisfaction or productivity, whereas immediate supervisor support was related to satisfaction and productivity but not burnout. Results suggest that support may be associated with work-related outcomes through multiple pathways.
TL;DR: The relation between work-family conflict and job satisfaction was examined using a six-dimensional measure of WFC and both global and summed facet (i.e., composite) measures of job satisfaction.
TL;DR: The authors found that job involvement, when assessed with a recently published measure, is a significant predictor of supervisor ratings of organizational citizenship behaviors (OCB) and in-role performance, controlling for work centrality and other individual difference variables.
Abstract: A recent meta-analysis by Brown (1996) concluded that job involvement was unrelated to job performance. The present investigation proposed that the null findings reported in this meta-analysis stem from the choice of performance criteria and the use of job involvement measures that are confounded with work centrality in the primary studies included in the meta-analysis. The current study found that job involvement, when assessed with a recently published measure (Paullay et al., 1994), is a significant predictor of supervisor ratings of organizational citizenship behaviors (OCB) and in-role performance, controlling for work centrality and other individual difference variables. Consistent with recent findings, there is evidence that sex moderates some of the job involvement and OCB relationships, with females having a stronger, positive relationship between these constructs than males. Copyright © 2001 John Wiley & Sons, Ltd.
01 Jan 2002
TL;DR: In this article, the authors hypothesized that the relationship between conscientiousness and job performance would be stronger for persons high in agreeableness than for those low in agreeabileness, and the results of hierarchical moderated regression analyses for 7 independent samples of employees across diverse occupations provided support for the hypothesis in five of the samples.
Abstract: The authors hypothesized that the relationship between conscientiousness and job performance would be stronger for persons high in agreeableness than for those low in agreeableness. Results of hierarchical moderated regression analyses for 7 independent samples of employees across diverse occupations provided support for the hypothesis in 5 of the samples. In samples supporting the hypothesis, among the highly conscientious workers, those low in agreeableness were found to receive lower ratings of job performance than workers high in agreeableness. One explanation for lack of an interaction between conscientiousness and agreeableness in the other 2 samples is that those jobs were not characterized by frequent, cooperative interactions with others. Overall, the results show that highly conscientious workers who lack interpersonal sensitivity may be ineffective, particularly in jobs requiring cooperative interchange with others.
TL;DR: In this article, the authors used data from a recent survey of over 1,200 full-time municipal employees to test the variables that explain variation in job satisfaction among municipal government employees.
Abstract: What variables explain variation in job satisfaction among municipal government employees? Using data from a recent survey of over 1,200 full-time municipal employees, this research tests the relat...
TL;DR: In this article, the authors investigated the relationship between loyalty to supervisor and employee's in-role and extra-role performance in comparison with that of organizational commitment in the People's Republic of China.
Abstract: In this research, we investigated the relationship between loyalty to supervisor and employee's in-role and extra-role performance in comparison with that of organizational commitment in the People's Republic of China. Two studies were conducted. In the first study, a five-dimension loyalty to supervisor scale was developed and validated. In the second study, the relationships between loyalty to supervisor, organizational commitment and employee performance were examined. Results indicated that loyalty to supervisor was more strongly associated with both in-role and extra-role performance than organizational commitment. The findings are discussed in terms of their implications for future research and management practices in cross-cultural settings.
TL;DR: In this article, a meta-analysis investigated the correlation between attitudinal commitment and job performance for 3,630 employees obtained from 27 independent studies across various levels of employee tenure and found that tenure had a very strong nonlinear moderating effect on the commitment-performance correlation, with correlations tending to decrease exponentially with increasing tenure.
Abstract: This meta-analysis investigated the correlation between attitudinal commitment and job performance for 3,630 employees obtained from 27 independent studies across various levels of employee tenure. Controlling for employee age and other nuisance variables, the authors found that tenure had a very strong nonlinear moderating effect on the commitment-performance correlation, with correlations tending to decrease exponentially with increasing tenure. These findings do not appear to be the result of differences across studies in terms of the type of performance measure (supervisory vs. self), type of tenure (job vs. organizational), or commitment measure (Organizational Commitment Questionnaire [L. W. Porter, R. M. Steers, R. T. Mowday, & P. V. Boulian, 1974] vs. other). The implications and future research directions of these results are discussed.
TL;DR: In this article, a longitudinal study of open office design has shown that it is negatively related to workers' satisfaction with their physical environment and perceived productivity, and that the design of open-office environments is negatively associated with worker satisfaction.
Abstract: Research in open office design has shown that it is negatively related to workers’ satisfaction with their physical environment and perceived productivity. A longitudinal study was conducted within...
TL;DR: The results show that highly conscientious workers who lack interpersonal sensitivity may be ineffective, particularly in jobs requiring cooperative interchange with others.
Abstract: The authors hypothesized that the relationship between conscientiousness and job performance would be stronger for persons high in agreeableness than for those low in agreeableness. Results of hierarchical moderated regression analyses for 7 independent samples of employees across diverse occupations provided support for the hypothesis in 5 of the samples. In samples supporting the hypothesis, among the highly conscientious workers, those low in agreeableness were found to receive lower ratings of job performance than workers high in agreeableness. One explanation for lack of an interaction between conscientiousness and agreeableness in the other 2 samples is that those jobs were not characterized by frequent, cooperative interactions with others. Overall, the results show that highly conscientious workers who lack interpersonal sensitivity may be ineffective, particularly in jobs requiring cooperative interchange with others.
TL;DR: In this article, the authors applied social cognitive theory to the context of personal selling and found that while self-efficacy positively affects performance, the salesperson's learning effort directly affects selfefficacy, and two task-related factors (perceived job autonomy and customer demandingness) and one individual difference variable (trait competitiveness) are proposed to affect salesperson learning effort and selfefficacies.
Abstract: Although self-efficacy has been demonstrated to be positively associated with performance-related variables, few studies have looked at its possible antecedents in the context of personal selling. Applying social cognitive theory, this study posits that while self-efficacy positively affects performance, the salesperson's learning effort directly affects self-efficacy. Furthermore, two task-related factors (perceived job autonomy and customer demandingness) and one individual difference variable (trait competitiveness) are proposed to affect salesperson learning effort and self-efficacy. Two empirical studies show consistent results regarding the positive effects of learning on efficacy and efficacy on performance as well as the influences of three exogenous constructs on learning and efficacy. Implications and future research directions are discussed.
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TL;DR: Personnel selection as an applied domain of work and organizational psychology has over one century of scientific history as discussed by the authors, which includes events, theoretical contributions, and methodological advances that have consolidated the discipline as a scientific one.
Abstract: Personnel selection as an applied domain of work and organizational psychology has over one century of scientific history. This paper presents a historical account of the last 100 years of personnel selection by presenting some of the more important landmarks of the discipline. This historical account includes events, theoretical contributions, and methodological advances that have consolidated the discipline as a scientific one. The paper also serves as an introduction to the second part of the special issue devoted to the presentation of the state-of-art of personnel selection at the beginning of the XXIst Century.
TL;DR: In this paper, an 8-dimensional taxonomy of adaptive performance developed by Pulakos, Arad, Donovan, and Plamondon (2000) and the usefulness of past experience, interest, and self-efficacy predictors developed to measure these same 8 dimensions for predicting adaptive job performance was investigated.
Abstract: This research further investigates an 8-dimension taxonomy of adaptive performance developed by Pulakos, Arad, Donovan, and Plamondon (2000) and the usefulness of past experience, interest, and self-efficacy predictors developed to measure these same 8 dimensions for predicting adaptive job performance. Participants in the concurrent, criterion-related validation study included 739 military personnel. They completed the 3 adaptability measures as well as more traditional cognitive and noncognitive predictors. Supervisors of the study participants rated their adaptive job performance. Results showed support for the 8-dimension model of adaptability. In addition, cognitive ability, personality, and the new adaptability predictors were shown to predict adaptive performance, with some past experience items adding incremental validity beyond the more traditional cognitive ability and personality measures. Results are discussed.
TL;DR: General job satisfaction, general job happiness, satisfaction with salary and promotion, institution, educational background, and age of nurses' youngest child were proved to be significant predictors of nurses’ intention to quit.