Showing papers on "Job performance published in 2005"
TL;DR: It is demonstrated that several job resources play a role in buffering the impact of several job demands on burnout, demonstrating that the interaction between (high) demands and (low) resources produces the highest levels of burnout.
Abstract: This study tested and refined the job demands–resources model, demonstrating that several job resources play a role in buffering the impact of several job demands on burnout. A total of 1,012 employees of a large institute for higher education participated in the study. Four demanding aspects of the job (e.g., work overload, emotional demands) and 4 job resources (e.g., autonomy, performance feedback) were used to test the central hypothesis that the interaction between (high) demands and (low) resources produces the highest levels of burnout (exhaustion, cynicism, reduced professional efficacy). The hypothesis was rejected for (reduced) professional efficacy but confirmed for exhaustion and cynicism regarding 18 out of 32 possible 2-way interactions (i.e., combinations of specific job demands and resources). During the past three decades, many studies have shown that unfavorable job characteristics may have a profound impact on job stress and burnout. For example, research has revealed that work overload, lack of autonomy, emotional demands, lowsocial support, and role ambiguity can all lead to feelings of exhaustion and negative, callous attitudes toward work (for reviews, see Lee & Ashforth, 1996; Schaufeli & Enzmann, 1998). Although these previous studies have produced a long list of possible antecedents of burnout, theoretical progress has been limited. The present study tries to increase our insight in the causes of burnout by extending the job demands–resources (JD-R) model (Bakker, Demerouti, De Boer, & Schaufeli, 2003; Demerouti, Bakker, Nachreiner, & Schaufeli, 2001). The central hypothesis tested is that burnout is the result of an imbalance between job demands and resources, and that several job resources may compensate for the influence of several job demands on burnout. Evidence for this contention would offer organizations a clear tool for competitive advantage, because proof for such moderating effects implies that employee well-being and productivity may be maintained, even when it is difficult to reduce or redesign job demands.
1,903 citations
TL;DR: This paper developed a model in which leader-member exchange mediated between perceived transformational leadership behaviors and followers' task performance and organizational citizenship behaviors, which is similar to ours in many ways.
Abstract: We developed a model in which leader-member exchange mediated between perceived transformational leadership behaviors and followers' task performance and organizational citizenship behaviors. Our s...
1,273 citations
TL;DR: An employee-centric perspective is proposed whereby both OCB and CWB are perceived as adaptive behavior, and implications for organizations are discussed.
Abstract: Job performance is increasingly being seen to encompass constructs such as organizational citizenship behavior (OCB) and counterproductive work behavior (CWB). To clarify the OCB-CWB relationship, a meta-analysis was conducted. Results indicate a modest negative relationship (p = -0.32). The relationship strength did not increase appreciably when the target of the behavior (the organization vs. other employees) was the same. Moreover, OCB and CWB exhibited somewhat distinct patterns of relationships with antecedents. The OCB-CWB relationship was moderated by the source of the ratings, the presence of antithetical items, and the type of response options. An employee-centric perspective is proposed whereby both OCB and CWB are perceived as adaptive behavior. Implications for organizations are discussed.
1,250 citations
TL;DR: In this paper, the authors investigated the relationships of the in-role performance and organizational citizenship behavior of the employees in an organization with their trust in their plant managers and found that the trust in managers was correlated with organizational citizenship behaviour.
Abstract: This study investigated the relationships of the in-role performance and organizational citizenship behavior (OCB) of the employees in an organization with their trust in their plant managers and t...
1,065 citations
TL;DR: The positive manifold of correlations suggests the presence of a common psychological construct underlying different commitment forms, with the exception of calculative, continuance, and union commitment.
Abstract: This study meta-analytically examined extensive literature associated with work commitment. The primary purposes were to (a) cumulate correlations among dimensions of work commitment to see which were intercorrelated and (b) determine impact of work commitment dimensions and subdimensions on specific outcome variables (job satisfaction, job performance, turnover intentions, and turnover). Results were cumulated across 997 articles. The positive manifold of correlations suggests the presence of a common psychological construct underlying different commitment forms, with the exception of calculative, continuance, and union commitment. Most of the 94 meta-analyzed correlations were small, suggesting that concept redundancy is not a major concern. Meta-analyses of the correlations of 24 commitment constructs with 4 outcome variables suggest that different commitment forms have similar patterns of correlations with outcome variables.
892 citations
Posted Content•
TL;DR: Results indicated that contrary to popular belief, employees with low levels of product/industry knowledge and low experience benefit the most from leadership behaviors that are empowering, whereas high-knowledge and experienced employees reap no clear benefit.
Abstract: This research focuses on the impact of leadership empowerment behavior (LEB) on customer service satisfaction and sales performance, as mediated by salespeople’s self-efficacy and adapt ability. Moreover, the authors propose an interactive relationship whereby LEB will be differentially effective as a function of employees’ empowerment readiness. The authors’ hypotheses are tested using survey data from a sample of 231 salespeople in the pharmaceutical field, along with external ratings of satisfaction from 864 customers and archival sales performance information. Results indicated that contrary to popular belief, employees with low levels of product/industry knowledge and low experience benefit the most from leadership behaviors that are empowering, whereas high-knowledge and experienced employees reap no clear benefit. The authors conclude with directions for future research and application.
851 citations
TL;DR: In this paper, the authors focus on the impact of leadership empowerment behavior on customer service satisfaction and sales performance, as mediated by salespeople's self-efficacy and adaptability, and propose an interactive relationship whereby LEB will be differentially effective as a function of employees' empowerment readiness.
Abstract: This research focuses on the impact of leadership empowerment behavior (LEB) on customer service satisfaction and sales performance, as mediated by salespeople's self-efficacy and adaptability. Moreover, the authors propose an interactive relationship whereby LEB will be differentially effective as a function of employees' empowerment readiness. The authors' hypotheses are tested using survey data from a sample of 231 salespeople in the pharmaceutical field, along with external ratings of satisfaction from 864 customers and archival sales performance information. Results indicated that contrary to popular belief, employees with low levels of product/industry knowledge and low experience benefit the most from leadership behaviors that are empowering, whereas high-knowledge and experienced employees reap no clear benefit. The authors conclude with directions for future research and application.
789 citations
01 Jan 2005
663 citations
TL;DR: In this paper, the authors examined the relationship between human resources and psychological capital of Chinese workers and their performance in three factories (two private and one state-owned) in the People's Republic of China.
Abstract: Everyone knows about China's huge population and the fast-growing economy. Although macro-level sociological and economic analyses have given some attention to the linkage between the two, at the micro level, the relationship between human resources and, more specifically, psychological capital of Chinese workers and their performance has been largely ignored. Within the context of three factories (two private and one state-owned) in the People's Republic of China, this exploratory study examined the relationship of a sample (n=422) of Chinese workers’ positive psychological capital states and their performance. Results indicated the workers’ positive states of hope, optimism, and resiliency, separately and when the three were combined into a core construct of psychological capital, significantly correlated with their performance, as rated by their supervisors. An analysis of workers in one of the factories (n=272) also found a significant relationship between the workers’ positive psychological capital and the performance outcome of relative merit-based salary. Limitations, future research, and practical implications conclude the article.
631 citations
TL;DR: This study of 126 employee-supervisor dyads examined a mediated model of the relationship between proactive personality and job performance that suggested that proactive employees reap performance benefits by means of developing social networks that provide them the resources and latitude to pursue high-level initiatives.
Abstract: This study of 126 employee-supervisor dyads examined a mediated model of the relationship between proactive personality and job performance. The model, informed by the social capital perspective, suggests that proactive employees reap performance benefits by means of developing social networks that provide them the resources and latitude to pursue high-level initiatives. Structural equation modeling suggested that the relationship between proactive personality and job performance is mediated by network building and initiative taking on the part of the employee.
627 citations
TL;DR: The authors argue that a high-organizational error management culture, conceptualized to include norms and common practices in organizations, is pivotal to the reduction of negative and the promotion of positive error consequences.
Abstract: The authors argue that a high-organizational error management culture, conceptualized to include norms and common practices in organizations (e.g., communicating about errors, detecting, analyzing, and correcting errors quickly), is pivotal to the reduction of negative and the promotion of positive error consequences. Organizational error management culture was positively related to firm performance across 2 studies conducted in 2 different European countries. On the basis of quantitative and qualitative cross-sectional data from 65 Dutch organizations, Study 1 revealed that organizational error management culture was significantly correlated with both organizational goal achievement and an objective indicator of economic performance. This finding was confirmed in Study 2, using change-of-profitability data from 47 German organizations. The results suggest that organizations may want to introduce organizational error management as a way to boost firm performance.
TL;DR: In this paper, the authors argue that "Personality matters" are moving on to more important matters and "more important matters" should be more important than "personality matters".
Abstract: (2005). Yes, Personality Matters: Moving on to More Important Matters. Human Performance: Vol. 18, No. 4, pp. 359-372.
TL;DR: In this article, the authors propose four alternative predictions regarding the relationship between voluntary turnover and workforce performance and develop the hypothesis that safety and productivity outcomes mediate that relationship, based on the assumption that turnover is correlated with productivity.
Abstract: We propose four alternative predictions regarding the relationship between voluntary turnover and workforce performance and develop the hypothesis that safety and productivity outcomes mediate that...
TL;DR: The main conclusion is that job resources are useful in coping with the high demands in dentistry and help dentists to stay engaged.
Abstract: This study focuses on job demands, job resources, and work engagement among 1,919 Finnish dentists employed in the public sector. Based on the Job Demands - Resources model, it was first predicted that the inverse relationship between job demands (e.g. workload, physical environment) and work engagement would be weaker when dentists had many resources (e.g. variability in the required professional skills, peer contacts). Second, using the Conservation of Resources theory it was hypothesized that job resources are most beneficial in maintaining work engagement under conditions of high job demands. The data were based on a postal questionnaire with a response rate of 71%. The dentists were split into two random groups in order to cross-validate the results. A set of hierarchical regression analyses resulted in 17 out of 40 significant interactions (40%). Four out of 20 possible interaction effects could be cross-validated showing, for example, that variability in professional skills mitigated the negative effect of qualitative workload on work engagement and, in addition, boosted work engagement when the qualitative workload was high. The main conclusion is that job resources are useful in coping with the high demands in dentistry and help dentists to stay engaged.
TL;DR: In this paper, the authors present a meta-analysis that includes studies conducted over the past 25 years across 14 countries and a mix of selling and non-selling situations and find that the relationship between organizational commitment and job performance is positive and stronger for sales employees than for nonsales employees.
TL;DR: Role breadth was positively related to job performance and was found to mediate the relationship between job autonomy, cognitive ability, job-related skill, and job performance, adding to the understanding of the factors that predict role breadth.
Abstract: Role theory suggests and empirical research has found that there is considerable variation in how broadly individuals define their jobs. We investigated the theoretically meaningful yet infrequently studied relationships between incumbent job autonomy, cognitive ability, job-related skill, role breadth, and job performance. Using multiple data sources and multiple measurement occasions in a field setting, we found that job autonomy, cognitive ability, and job-related skill were positively related to role breadth, accounting for 23% of the variance in role breadth. In addition, role breadth was positively related to job performance and was found to mediate the relationship between job autonomy, cognitive ability, job-related skill, and job performance. These results add to our understanding of the factors that predict role breadth, as well as having implications for how job aspects and individual characteristics are translated into performance outcomes and the treatment of variability in incumbent reports of job tasks.
TL;DR: It is argued that personal control over behavior, in the job and within the national culture, provides compensatory resources that reduce job strain and practical suggestions for minimizing job strain are proposed.
Abstract: Suppressing and faking emotional expressions depletes personal resources and predicts job strain for customer-contact employees. The authors argue that personal control over behavior, in the job and within the national culture, provides compensatory resources that reduce this strain. With a survey study of 196 employees from the United States and France, the authors supported that high job autonomy buffered the relationship of emotion regulation with emotional exhaustion and, to a lesser extent, job dissatisfaction. The relationship of emotion regulation with job dissatisfaction also depended on the emotional culture; the relationship was weaker for French customer-contact employees who were proposed to have more personal control over expressions than U.S. employees. Theoretical and research implications for the emotion regulation literature and practical suggestions for minimizing job strain are proposed.
TL;DR: A meta-analysis of 117 studies evaluated the effects of behavior modeling training on 6 training outcomes, across characteristics of training design and found transfer was greatest when mixed (negative and positive) models were presented.
Abstract: A meta-analysis of 117 studies evaluated the effects of behavior modeling training (BMT) on 6 training outcomes, across characteristics of training design. BMT effects were largest for learning outcomes, smaller for job behavior, and smaller still for results outcomes. Although BMT effects on declarative knowledge decayed over time, training effects on skills and job behavior remained stable or even increased. Skill development was greatest when learning points were used and presented as rule codes and when training time was longest. Transfer was greatest when mixed (negative and positive) models were presented, when practice included trainee-generated scenarios, when trainees were instructed to set goals, when trainees' superiors were also trained, and when rewards and sanctions were instituted in trainees' work environments.
TL;DR: In this paper, the authors investigated the relationship between different kinds of career management activities, the psychological contract, and outcomes of psychological contract fulfillment, and found that individual career management behavior is associated with the experience of organizational career management help.
Abstract: This paper reports the findings of a study that investigated the relationship between different kinds of career management activities, the psychological contract, and outcomes of psychological contract fulfillment. The study tested a series of linked hypotheses which propose that individual career management behavior is associated with the experience of organizational career management help, which is related to fulfillment of the psychological contract. Fulfillment of the psychological contract in turn is linked to organizational commitment and is associated with behaviors at work, including absenteeism, turnover, and independent ratings of job performance. The findings provide some support for these proposed links. As a result, the paper makes four contributions to the psychological contract and careers literature: first, it shows that both individual and organizational career management behaviors are linked to psychological contract fulfillment; second, organizational career management help is associated with affective commitment and job performance; third, psychological contract fulfillment plays a key role in mediating the relationship between career management help and such attitudes and behaviors; and fourth, organizational commitment may mediate between psychological contract fulfillment and individual career management behavior aimed at furthering the career outside the organization. Copyright © 2005 John Wiley & Sons, Ltd.
TL;DR: This work briefly traces the origins of the general separation of PE research from PFP research in psychology, and reviews recent research on the relationship between PE and performance improvement, particularly with respect to multisource or 360-degree evaluation.
Abstract: Although there is a voluminous psychological literature on performance evaluation (PE), surprisingly little of this research examines the consequences of linking pay to evaluated performance in work settings. Rather, PE research has been dominated by cognitive processing, measurement, and construct validity issues. At the same time, a large literature on pay-for-performance (PFP) linkages does exist, but most of it has been conducted in disciplines other than psychology. We think this pattern should change. To this end, we briefly trace the origins of the general separation of PE research from PFP research in psychology. From there, we review recent research on the relationship between PE and performance improvement, particularly with respect to multisource or 360-degree evaluation. We then turn to research on various PFP systems, such as merit pay and individual and group incentives. We conclude with suggestions as to how psychological research can make useful contributions to knowledge of PE, PFP, and p...
TL;DR: In this paper, the unique effects of work interfering with family (WIF) and family interfering with work (FIW) on job satisfaction by controlling for family, personal, and job characteristics of dual-earner couples, employing cross-sectional and longitudinal methods, and predicting job satisfaction with a spousal rating of the target's WIF.
Abstract: Job satisfaction is one of the most frequently studied outcomes in the work–family conflict literature. This study extends the previous research by examining the unique effects of work interfering with family (WIF) and family interfering with work (FIW) on job satisfaction by (1) controlling for family, personal, and job characteristics of dual-earner couples, (2) employing cross-sectional and longitudinal methods, and (3) predicting job satisfaction with a spousal rating of the target’s WIF. Consistent with previous research, WIF was related to job satisfaction cross-sectionally for men and women, and this effect existed beyond negative mood, job autonomy and monotony, and FIW. When predicting a change in job satisfaction a year later, and when using spouse rating of the target’s WIF, WIF was predictive of women’s job satisfaction but not men’s, which is consistent with gender role theory. The fact that WIF predicted job satisfaction for women beyond affective and job characteristic variables, over time, and with non-self reported measures, provides more confidence in this directional relationship than could previously be assumed. Societal and managerial implications are discussed.
01 Jul 2005
TL;DR: The authors found that men and women value job flexibility differently and that once differences in the extent of job flexibility are accounted for, the gender composition of the workplace plays no role in determining the job satisfaction of women.
Abstract: Using data from the US, the determinants of overall job satisfaction are estimated as part of explaining 'the paradox of the contented female worker'. Confirming earlier studies women report higher job satisfaction than men and higher job satisfaction in workplaces dominated by women workers. The US data allow us to demonstrate that men and women value job flexibility differently and that once differences in the extent of job flexibility are accounted for, the gender composition of the workplace plays no role in determining the job satisfaction of women. Thus, women in female dominated workplaces may report higher job satisfaction because they value job flexibility and so choose to dominate the workplaces that provide job flexibility. Copyright 2005, Oxford University Press.
TL;DR: The relationship between people and the organizations they work for is changing as mentioned in this paper, and a new relationship needs to be developed that rewards performance and skills in ways that contribute to organizational effectiveness.
Abstract: The relationship between people and the organizations they work for is changing. Corporations no longer can offer the job security and career paths they used to. A new relationship needs to be developed that rewards performance and skills in ways that contribute to organizational effectiveness.
TL;DR: This study extended research on respites by examining the extent to which experiences during the weekend contribute to health and job performance after the weekend and reveals practical implications for individual and organizational optimization of recovery processes.
Abstract: This study extended research on respites by examining the extent to which experiences during the weekend contribute to health and job performance after the weekend. Longitudinal data including 3 measurement occasions from 87 emergency service workers indicated that nonwork hassles, absence of positive work reflection, and low social activity during the weekend predicted burnout and poor general well-being after the weekend. Weekend experiences also predicted different aspects of job performance after the weekend. The results reveal practical implications for individual and organizational optimization of recovery processes. Suggestions for future research on specific recovery processes and their effects on individual health and performance are discussed.
TL;DR: In this paper, the authors examine how territorial behaviors are used to construct, communicate, maintain, and restore territories in organizations and discuss the organizational consequences of these behaviors, including their effects on organizational commitment, conflict, preoccupation, and individual isolation.
Abstract: Territorial feelings and behaviors are important, pervasive, and yet largely overlooked aspects of organizational life. Organizational members can and do become territorial over physical spaces, ideas, roles, relationships, and other potential possessions in organizations. We examine how territorial behaviors are used to construct, communicate, maintain, and restore territories in organizations. We then go on to discuss the organizational consequences of these behaviors, including their effects on organizational commitment, conflict, preoccupation, and individual isolation.
TL;DR: In this paper, the authors examined the relationship between employee service orientation (customer focus, organizational support, and service under pressure) and employees' job satisfaction, organizational commitment, and employees’ intention of leaving.
TL;DR: Construct-level correlations among rated dimensions of job performance were substantially inflated by halo for both supervisory (33%) and peer (63%) intrarater correlations, which have important implications for the measurement ofJob performance and for theories of jobperformance.
Abstract: A database integrating 90 years of empirical studies reporting intercorrelations among rated job performance dimensions was used to test the hypothesis of a general factor in job performance. After controlling for halo error and 3 other sources of measurement error, there remained a general factor in job performance ratings at the construct level accounting for 60% of total variance. Construct-level correlations among rated dimensions of job performance were substantially inflated by halo for both supervisory (33%) and peer (63%) intrarater correlations. These findings have important implications for the measurement of job performance and for theories of job performance.
TL;DR: Modeling within-individual job satisfaction as a function of job change patterns to determine if individual work attitudes change systematically with the temporal turnover process supported the proposed honeymoon-hangover effect.
Abstract: Recent research suggests that the turnover process is not fully captured by the traditional sequential model relating job dissatisfaction to subsequent turnover. The present study contributes to this research by modeling within-individual job satisfaction as a function of job change patterns to determine if individual work attitudes change systematically with the temporal turnover process. Specifically, the authors hypothesized that low satisfaction would precede a voluntary job change, with an increase in job satisfaction immediately following a job change (the honeymoon effect), followed by a decline in job satisfaction (the hangover effect). Though this pattern is suggested in the literature, no prior research has integrated and tested this complete temporal model within individuals. Findings based on a sample of managers supported the proposed honeymoon-hangover effect.
TL;DR: In this article, the authors examined the effects of distractions, flexible use of workspace and personal control over the work environment on perceived job performance, job satisfaction, group cohesiveness, and inclinations to work alone or in an enclosed space and their interrelationships.
TL;DR: In this paper, the authors explored the nature of the relationship between transformational leadership and two work-related attitudes, organizational commitment and job satisfaction, by comparing Kenya and the United States.
Abstract: This study explores the nature of the relationship between transformational leadership and two work-related attitudes, organizational commitment and job satisfaction, by comparing Kenya and the United States. The results show that transformational leadership has a strong and positive effect on organizational commitment and job satisfaction in both cultures. Simultaneous factor analyses in several populations (SIFASP), using AMOS maximum likelihood procedure, provides evidence of conceptual and measurement equivalence for all three measures (transformational leadership, organizational commitment, and job satisfaction) employed in this study.