Showing papers on "Job performance published in 2022"
TL;DR: In this article, a conceptual framework was developed to examine knowledge hiding behavior and its antecedents and consequences in the context of the COVID-19 pandemic in Vietnamese workers.
42 citations
DOI•
21 Jan 2022TL;DR: Work recovery is important for sustaining employees' well-being, motivation, and job performance as mentioned in this paper, and research on work recovery has grown tremendously in the last few decades and decades.
Abstract: Unwinding and recovering from everyday work is important for sustaining employees’ well-being, motivation, and job performance. Accordingly, research on work recovery has grown tremendously in the ...
31 citations
TL;DR: In this article , the authors explored the role of employee-initiated job strategies in the context of customer incivility and found that a high-control job strategy alleviates the deleterious effect of customer invective on job performance through emotional exhaustion, whereas a low-control strategy aggravates this effect.
Abstract: Despite previous studies that examined factors that would help service employees cope with customer incivility, the role of employee-initiated job strategies has rarely been explored in the context of customer incivility. Drawing on the job demand-control model, we proposed that a high-control job strategy (such as job crafting) alleviates the deleterious effect of customer incivility on job performance through emotional exhaustion, whereas a low-control job strategy (such as service scripts) aggravates this effect. To test the proposed moderated mediation effects, we collected three-wave data from 272 hotel employees and their 54 team leaders over a 6-month period. As predicted, job crafting and service scripts performed contrasting moderating functions. Specifically, the customer incivility-emotional exhaustion relationship was weaker for employees who engaged in job crafting more often than for those who did not. Job crafting also mitigated the negative indirect effect of customer incivility on job performance through emotional exhaustion. In contrast, the customer incivility-emotional exhaustion relationship was more pronounced among employees who used service scripts more often. Service scripts further exacerbate the negative indirect effect of customer incivility on job performance through emotional exhaustion. These findings have theoretical and practical implications for occupational health research. (PsycInfo Database Record (c) 2022 APA, all rights reserved).
24 citations
TL;DR: In this article , the authors looked at the impact of work motivation, leadership style, and competence on job satisfaction, as well as the effects of the work motivation and leadership style on performance.
Abstract: The goal of this study was to look at the impact of work motivation, leadership style, and competence on job satisfaction, as well as the effects of work motivation, leadership style, and competence on performance, job satisfaction's impact on performance, and the impact of work motivation, leadership style, and competence on performance via job satisfaction. The research will take place at LLDIKTI-IX. The study's population and sample size were 125 employees (complete sampling). The data from the questionnaire was analyzed with the use of AMOS 18 and the Structural Equation Model. According to the findings, work motivation has a negative and significant impact on job satisfaction. Employee motivation in existence, connectedness, and growth is still low, but it is necessary to improve employee job satisfaction. Employee performance is influenced by competence in a positive but insignificant way. Employee competency is still a career development issue, with little attention paid to the role of innovation and technology in improving employee performance. Employee performance is influenced by competence through job satisfaction in a positive but insignificant way. Employee job satisfaction is poor in enhancing their performance since applying competencies that have been directed thus far is still like meeting work needs.
24 citations
TL;DR: In this article , the authors examined how the combined effects of work environmental factors and leadership behaviours lead to the presence or absence of industrial employees job performance by applying fuzzy-set qualitative comparative analysis (fsQCA).
Abstract: This study examines how the combined effects of work environmental factors and leadership behaviours lead to the presence (or absence) of industrial employees job performance by applying fuzzy-set qualitative comparative analysis (fsQCA). A sample composed of supervisor-subordinate dyads was used to test the propositions of this study. The results show that the most important variables are transformational leadership and social support. Employee empowerment and task significance seem to play a secondary role in leading to employee job performance. These findings support the need for managers to use positive leadership to manage human resources. This paper contributes to the advancement of the knowledge of employee job performance through the identification of the combinations of conditions that can lead to the presence or absence of this important organizational outcome. Directions for future studies are commented on at the end of the paper.
23 citations
TL;DR: In this paper , the authors integrate Person-Organization (P-O) fit and Job Demands-Resources theories to argue that P-O fit is a key resource that facilitates the accumulation and activation of situational job resources.
17 citations
TL;DR: In this paper , an extended Job Demands-Resources (JD-R) theory is presented to understand how organizations and their employees can best deal with COVID-19 and other crises in the workplace.
Abstract: This theoretical paper presents an extended Job Demands–Resources (JD–R) theory aimed at understanding how organizations and their employees can best deal with COVID-19 and other crises in the workplace. The crisis showed that job characteristics alone are insufficient to explain employee health and motivation, i.e., the two focal outcomes of the JD-R theory. Rather, demands and resources of the individual, the family, the job and the organization interact with each other to predict outcomes. Moreover, next to individual regulatory strategies also the regulatory strategies of the family, the leader and organization/team are suggested to modify the impact of demands and resources on outcomes. This was possible by integrating the crisis management literature in JD-R theory. Viewing the crisis from a job design perspective helped us to introduce several new and testable propositions that specify how employee well-being and functioning are impacted by crises and turbulent times. Organizations have been struggling to find out how their employees are affected by the COVID-19 pandemic and what they can do to support their well-being and improve their functioning during the pandemic and beyond. The well-being and job performance of individual employees are difficult to predict which becomes even more complicated during times of crisis. The Job Demands–Resources theory is a helpful means because it suggests that employee health and motivation are outcomes of two different processes, i.e., the health impairment process and the motivational process. Job demands, such as work pressure and demanding customers, exhaust the energy of employees and consequently diminish their health, whereas job resources, such as autonomy and social support, help employees to deal with the demands and to develop themselves. The pandemic showed that the interplay between demands and resources of the individual, the job, the family and the organization predict outcomes. Moreover, next to individual regulatory strategies also the regulatory strategies of the family, the leader and organization/team are suggested to modify the impact of demands and resources on outcomes. Viewing the crisis from a job design perspective helped us to introduce in the Job Demands–Resources theory several testable propositions that specify how employee well-being and functioning are impacted by crises and turbulent times.
16 citations
TL;DR: In this paper , the effect of transactional leadership, organizational culture, commitment, and compensation on job satisfaction was analyzed at the Agricultural Quarantine Center for the South Sulawesi Region with a population of 193 respondents.
Abstract: The purpose of this study was to analyze the effect of transactional leadership, organizational culture, commitment, and compensation on job satisfaction. The research was conducted at the Agricultural Quarantine Center for the South Sulawesi Region with a population of 193 respondents. Data from the questionnaire were analyzed using the Structural Equation Model using the help of AMOS 18. The results found that transactional leadership directly had a positive and significant effect on employee job satisfaction. Organizational culture has a negative and significant effect on employee job satisfaction. organizational commitment has a significant effect on employee job satisfaction. Compensation has a significant effect on employee job satisfaction. Transactional leadership directly has a significant effect on employee performance. Organizational culture has insignificant effect on employee performance. Organizational commitment has significant effect on employee performance. Compensation has significant effect on employee performance. Job satisfaction has significant impacts employee performance. Indirectly, transactional leadership through job satisfaction positively and significantly affects employee performance. Indirectly, organizational culture through job satisfaction has a negative and insignificant effect on employee performance. Indirectly, organizational commitment through job satisfaction positively and significantly affects employee performance. Indirectly, compensation through job satisfaction has a positive and significant effect on employee performance.
13 citations
TL;DR: In this article , a structural equation model was constructed and tested on clinical nurses' emotional labor, job satisfaction, and job performance based on Grandey's emotion regulation model, which can help hospital management to adjust their customer service guidelines to improve nurses' job satisfaction and performance.
13 citations
TL;DR: In this article , the mediating role of employee creativity in the relationship between intrinsic motivation and job performance was explored, and the results showed that intrinsic motivation impacted both job performance and employee creativity.
Abstract: PurposeEliciting superior job performance from the employees is a major challenge confronting the organizational leaders in today's hyper-competitive business environment. Though few studies established the influence of intrinsic motivation on job performance, the role of mediators like employee creativity in this relationship is not adequately researched. The purpose of the paper is to explore the mediating role of employee creativity in the relationship between intrinsic motivation and job performance.Design/methodology/approachThe cross-sectional research design was adopted, and data were collected from 346 full-time employees working in the retail industry in India through an online survey. Analysis of a Moment Structures (AMOS) software was used to test the validity of the hypothesized model, and PROCESS macro was used to test the mediation of employee creativity.FindingsThe findings showed that intrinsic motivation impacted both job performance and employee creativity. Furthermore, employee creativity impacted the employees' job performance. The key finding of the study is the partial mediation of employee creativity in the intrinsic motivation–job performance relationship.Originality/valueGrounded on self-determination theory (SDT) and componential theory of creativity, the paper enriches the literature by evincing the mediation mechanism in the effect of intrinsic motivation on job performance. Moreover, the current paper is one of the primary studies that explore the mediating role of employee creativity in the relationship between intrinsic motivation and job performance.
12 citations
TL;DR: In this article , a systematic review was conducted using the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) statement to determine what the key dimensions of job performance in healthcare are and how these dimensions can be improved.
Abstract: Healthcare organisations face major challenges to keep healthcare accessible and affordable. This requires them to transform and improve their performance. To do so, organisations must influence employee job performance. Therefore, it is necessary to know what the key dimensions of job performance in healthcare are and how these dimensions can be improved. This study has three aims. The first aim is to determine what key dimensions of job performance are discussed in the healthcare literature. The second aim is to determine to which professionals and healthcare organisations these dimensions of job performance pertain. The third aim is to identify factors that organisations can use to affect the dimensions of job performance in healthcare.A systematic review was conducted using the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) statement. The authors searched Scopus, Web of Science, PubMed, and Google Books, which resulted in the identification of 763 records. After screening 92 articles were included.The dimensions - task, contextual, and adaptative performance and counterproductive work behaviour - are reflected in the literature on job performance in healthcare. Adaptive performance and counterproductive work behaviour appear to be under-researched. The studies were conducted in different healthcare organisations and pertain to a variety of healthcare professionals. Organisations can affect job performance on the macro-, meso-, and micro-level to achieve transformation and improvement.Based on more than 90 studies published in over 70 journals, the authors conclude that job performance in healthcare can be conceptualised into four dimensions: task, contextual and adaptive performance, and counterproductive work behaviour. Generally, these dimensions correspond with the dimensions discussed in the job performance literature. This implies that these dimensions can be used for further research into job performance in healthcare. Many healthcare studies on job performance focus on two dimensions: task and contextual performance. However, adaptive performance, which is of great importance in constantly changing environments, is under-researched and should be examined further in future research. This also applies to counterproductive work behaviour. To improve job performance, interventions are required on the macro-, meso-, and micro-levels, which relate to governance, leadership, and individual skills and characteristics.
TL;DR: In this article , the authors explored the relationship of work engagement, job performance and psychological capital in industry employees and found that there is a relationship between work engagement and job performance, which may not be linear but inverted U-shaped.
Abstract: Based on the job demands-resources model, this study explored the relationships of work engagement, job performance and psychological capital in industry employees. A total of 399 IT programmers were recruited and completed the work engagement scale, knowledge employee job performance scale and psychological capital questionnaire. The results showed that: (1) There is a relationship between work engagement and job performance, which may not be linear but inverted U-shaped, and (2) psychological capital plays a moderating role in the inverted U-shaped relationship between work engagement and job performance.
TL;DR: In this paper , the authors synthesize evidence concerning job resources and job demands at the supraindividual level and their relationships to productivity, health, and work-related well-being.
Abstract: Creating sustainable employment-that is, a condition in which employees remain productive but also enjoy good health and well-being-is a challenge for many organizations. Work environment factors are major contributors to these employee outcomes. The job demands-resources model categorizes work environment factors into demands versus resources, which are, respectively, detrimental versus beneficial to employee outcomes. Although conceptualized as workplace factors, these job characteristics have been studied mostly at an individual level. Therefore, their roles at the supraindividual level (i.e., any work-unit level above an individual, such as group or organization) for employee productivity, health, and well-being remains unclear. The aim of this systematic review is to synthesize evidence concerning job resources and job demands at the supraindividual level and their relationships to productivity, health, and work-related well-being. The review covers articles published through December 2018. In total, 202 papers met the inclusion criteria. We found stronger support for the beneficial roles of supraindividual job resources than for the detrimental roles of job demands for productivity and work-related well-being. Regarding health, most of the relationships were found to be nonsignificant. To conclude, this review demonstrates that, at the supraindividual level, the motivational path has received more support than the health impairment path. Based on these findings, we provide recommendations for further research and practice. (PsycInfo Database Record (c) 2022 APA, all rights reserved).
TL;DR: In this article , the Covid-19 outbreak has effects on employees' perceptions and behaviors in Macao's gaming industry, including job equity, perceived organizational support, job satisfaction, organizational commitment, and counterproductive work behavior.
Abstract: PurposeThis study explores the relationships between equity, perceived organizational support, job satisfaction, organizational commitment and counterproductive work behavior in Macao's gaming industry. Additionally, it investigates whether the Covid-19 outbreak has effects on employees' perceptions and behaviors.Design/methodology/approachData were collected from two surveys using convenience sampling, one involving 260 casino employees in 2019 and another involving 250 employees in 2020 after the outbreak of Covid-19.FindingsNo significant difference was observed between mean scores from respondents in the first and second surveys on job equity, pay equity, perceived organizational support and job satisfaction (p > 0.05). However, significant changes were found in mean scores for three organizational commitment items (negative changes; p < 0.05) and three counterproductive work behavior items (positive changes; p < 0.05). Results of structural equation modeling indicated that job equity and pay equity affected perceived organizational support and job satisfaction while perceived organizational support impacted organizational commitment directly and indirectly through job satisfaction, all with R2 values greater than 0.6. Organizational commitment negatively influenced counterproductive work behavior.Research limitations/implicationsThe Covid-19 impact on casino employees' perceptions and behaviors was contingent upon the duration of pandemic.Originality/valueThe study is one of the first empirical studies to integrate social exchange theory and equity theory to organizational commitment in Macao's gaming industry. Job equity and pay equity were found to influence organizational commitment through perceived organizational support and job satisfaction. Additionally, the Covid-19 did not have significant effects on employees' equity, perceived organizational support and job satisfaction perceptions.
TL;DR: In this article , the authors investigated the impact of sleep deprivation on the job performance of mothers working in primary, secondary, and higher education institutions (HEIs) of Pakistan and examined the mediating role of workplace deviance in the relationship between sleep deprivation and job performance.
Abstract: The current study takes its philosophical roots from organizational behavior and psychology domains to investigate the impact of sleep deprivation on the job performance of mothers working in primary, secondary, and higher education institutions (HEIs) of Pakistan. It also examines the mediating role of workplace deviance in the relationship between sleep deprivation and the job performance of working mothers. The authors followed the non-probability convenience sampling technique to study the relationship between sleep deprivation, workplace deviance, and job performance. The structural analyses indicated that sleep deprivation has a significant negative impact on the job performance of working mothers and sleep-deprived individuals often tend to perform poorly at the workplace. Such workers are also more likely to engage in workplace deviant behaviors. Moreover, workplace deviance is also found to act as a mediating variable in the relationship between sleep deprivation and job performance. The present research bridges the literature gap on the rarely investigated factors, namely sleep deprivation and workplace deviance, and provide a detailed understanding of how these factors can influence the performance of working mothers, specifically in Pakistan.
TL;DR: In this article , the authors investigate trajectories in motivation and performance across the 5-day workweek and hypothesize that both motivational control and performance have a declining trajectory across the workweek.
Abstract: Employee performance is commonly investigated as a static, one-time snapshot of prior employee behaviors. For the studies that do acknowledge that performance fluctuates over time, the timeframe decision is disconnected from theoretical underpinnings. To make this connection clearer, we draw on entrainment theory and investigate trajectories in motivation and performance across the 5-day workweek. We hypothesize that both motivational control (i.e., staying on course and sustaining effort in pursuit of goals through the redirection of attention) and performance have a declining trajectory across the workweek. Drawing on self-determination theory, we also hypothesize that trait-based mindfulness (i.e., nonjudgmental present moment attention and awareness) negatively relates to the downward trajectory in performance across the workweek via its effect on the trajectory of motivational control. Finally, we take a trait activation theory perspective, hypothesizing that mindfulness is relevant as an indirect influence on performance trajectories through motivational control trajectories only when job demands are high. We test our model using 151 full-time employees in a medical device company. We collected data from participants twice daily across the 5-day workweek. We then use these daily scores to create between-person (e.g., person-centric) trajectories to investigate the proposed relationships. The hypotheses are generally supported. There is a downward trajectory of both motivational control and performance across the workweek. Furthermore, job demands conditionally moderate the indirect effect of mindfulness on performance trajectories through motivational control trajectories. Theoretical and practical implications specific to dynamic motivation and performance, entrainment, and mindfulness literature are discussed. (PsycInfo Database Record (c) 2022 APA, all rights reserved).
TL;DR: In this article , the authors argue that a nurturing organizational context will protect employees from exposure to workplace bullying and will interact with individual demands and resources known to have effect on exposure to bullying in the workplace.
Abstract: Previous research has demonstrated the crucial association between employee stressors and workplace bullying. In this article, we argue that a nurturing organizational context will protect employees from exposure to workplace bullying and will interact with individual demands and resources known to have effect on exposure to bullying in the workplace. In specific, we look at high-involvement work practices (HIWPs)-which include participation, information-sharing, competence development, and rewards. Multilevel analyses on the data from 28,923 Belgian employees from 144 organizations show that organization-level HIWPs are negatively associated with bullying exposure. Moreover, HIWPs interact with individually experienced job demands and resources, by decreasing the association between employee work pressure and bullying and by somewhat compensating for the lack of experienced social support from colleagues at work. HIWPs did not moderate the relationship between employee job insecurity and bullying and social support from the supervisor and bullying. These findings highlight the important role HIWPs can play in protecting employees from workplace bullying, while also suggesting the difficulty of compensating for certain individual risk factors. (PsycInfo Database Record (c) 2022 APA, all rights reserved).
TL;DR: In this paper , the role of COVID-19 oriented HRM strategies in shaping job performance through job-related attitudes such as work motivation, job satisfaction, and organizational commitment in a time of crisis occurring in the organization due to the COVID19 pandemic.
Abstract: The COVID-19 crisis forced many changes to occur within organizations, which were necessary to keep the continuance of the organization’s operations. Job performance seems to be an important factor determining such continuance, through its influence on the performance of entire organization. Shaping and keeping job performance in times of COVID-19 pandemic was a challenge for organizations, due to its negative impact on employees, causing their stress or lack of sense of security. There is a growing role of HRM specialists in appropriately shaping HRM strategies that can positively shape job-related attitudes, resulting in enhanced job performance during such difficult times. Therefore, this study aims to explain the role of COVID-19 oriented HRM strategies in shaping job performance through job-related attitudes such as work motivation, job satisfaction, and organizational commitment in a time of crisis occurring in the organization due to the COVID-19 pandemic. The study was conducted among 378 organizations operating in Poland during 2nd wave of COVID-19 pandemic. To verify the hypotheses, descriptive statistics were calculated using IBM SPSS and path analysis was performed using IBM AMOS. The result shows that combined set of "hard" HRM strategies related to the financial aspects and "soft" HRM strategies related to keeping employees’ wellbeing during the crisis gives the best results in shaping job performance through job-related attitudes and consequently strengthening organizational performance. This study contributes to the knowledge concerning the development of COVID-19 oriented HRM strategies, which may also have practical application.
TL;DR: In this paper , the authors measured employee performance seen from the achievement of lecurer work, and found that organizational commitment had a significant positive effect on job satisfaction, and that through the competencies possessed by lecturer, competencies give a real meaning to employee performance.
Abstract: The purpose of this study is to measure employee performance seen from the achievement of lecurer work. Furthermore, the research design is structured in such a way that the researcher obtains answers to the research questions. The research sample is 244 lecturer in Indonesia, data collection with online survey. The results showed that organizational commitment had a significant positive effect on job satisfaction. Feel happy, think, emotionally attached, worry, sense of belonging, little choice, alternative, sacrifice, loyal, obligation, loyal, work, one organization, wise, and make a very strong contribution. Competence directly has a significant positive effect on employee job satisfaction. This means that through the competencies possessed by lecturer Competence directly has a significant positive effect on employee performance. Competencies possessed by lecturer give a real meaning to employee performance. Job satisfaction directly has a significant positive effect on employee performance. Organizational commitment indirectly has a positive and insignificant effect on performance through job satisfaction. Competence indirectly has a significant positive effect on performance through job satisfaction.
TL;DR: In this article , the authors use a meta-analytic technique to examine the correlation between educational attainment and job satisfaction and find an effect size close to zero, and they build on the job demands-resources (JD-R) model and research that distinguishes between working conditions and perceived stress.
Abstract: Education is considered one of the most critical human capital investments. But does formal educational attainment "pay off" in terms of job satisfaction? To answer this question, in Study 1 we use a meta-analytic technique to examine the correlation between educational attainment and job satisfaction (k = 74, N = 134,924) and find an effect size close to zero. We then build on the job demands-resources (JD-R) model and research that distinguishes between working conditions and perceived stress to theorize that educational attainment involves notable trade-offs. In Study 2 we develop and test a multipath, two-stage mediation model using a nationally representative sample to explore this idea. We find that, while better-educated individuals enjoy greater job resources (income, job autonomy, and job variety), they also tend to incur greater job demands (work hours, task pressure, job intensity, and time urgency). On average, these demands are associated with increased job stress and decreased job satisfaction, largely offsetting the positive gains associated with greater resources. Given that the net relationship between education and job satisfaction emerges as weakly negative, we highlight that important trade-offs underlie the education-job satisfaction link. In supplemental analyses, we identify boundary conditions based on gender and self-employment status (such that being female exacerbates, and being self-employed attenuates, the negative association between education and job satisfaction). Finally, we discuss the practical implications for individuals and organizations, as well as alternative explanations for the education-job satisfaction link. (PsycInfo Database Record (c) 2022 APA, all rights reserved).
TL;DR: The Occupational Depression Inventory (ODI) was recently devised to grade the severity of work-attributed depressive symptoms (dimensional approach) and establish provisional diagnoses of job-ascribed depression (categorical approach) as mentioned in this paper.
TL;DR: In this article , the authors contrast the integrated perspective based on social exchange theory and job preservation motivation with activation theory and propose competing hypotheses for the curvilinear relationships between job insecurity and employee behavioral outcomes, including task performance, organizational citizenship behavior (OCB), creative performance, safety behavior, and counterproductive work behavior (CWB).
Abstract: The job insecurity literature has been limited by the dominant linear view on the effects of job insecurity and the misconception that the conceptualizations and operationalizations of job insecurity across studies are homogenous. To challenge these two assumptions, we contrast the integrated perspective based on social exchange theory and job preservation motivation with activation theory and propose competing hypotheses for the curvilinear relationships between job insecurity and employee behavioral outcomes, including task performance, organizational citizenship behavior (OCB), creative performance, safety behavior, and counterproductive work behavior (CWB). We also examine the moderating roles of different conceptualizations of job insecurity (i.e., cognitive vs. affective job insecurity; quantitative vs. qualitative job insecurity) in the proposed curvilinear relationships. Our meta-analysis demonstrates that the negative relationships of job insecurity with task performance and OCB-organization turn positive after inflection points, supporting the integrated perspective of social exchange theory and job preservation motivation but not activation theory. Moreover, the negative relationships of job insecurity with OCB-individual and creative performance turn nonsignificant as job insecurity further increases. Finally, job insecurity has a linear, negative relationship with safety behavior, but a linear, positive relationship with CWB-organization. Interestingly, affective job insecurity has lower inflection points than cognitive job insecurity, and qualitative job insecurity has lower inflection points than quantitative job insecurity. This study provides a deep and fine-grained understanding of the curvilinear relationships between job insecurity and workplace behaviors and pushes the literature forward by focusing on the nuanced differences among various types of job insecurity.
TL;DR: In this article , a mediated moderation model was developed to explain the way career goals moderate the relation between employee-experienced HPWS and job performance, and whether job crafting mediates these interactive effects.
TL;DR: In this paper , a structural equation model using Smart-PLS software was used to analyze the collected data from the respondents and found that COVID-19 fear has a positive and significant influence on job insecurity changes, job loss insecurity, and a negative and significant relationship with job performance.
Abstract: This study aims to improve employees' job performance during COVID-19 pandemic circumstances and demonstrates the impact of COVID-19 fear on hospitality employees' job performance under the mediating role of job insecurity changes and job loss insecurity.The study adopts a quantitative approach, and data were accumulated through a structured questionnaire. In total, 509 valid questionnaires were received from employees working in Pakistan's hospitality sector. A structural equation model using Smart-PLS software was used to analyze the collected data from the respondents.The results have identified that COVID-19 fear has a positive and significant influence on job insecurity changes, job loss insecurity, and a negative and significant relationship with job performance. The mediating relationship of job insecurity changes and job loss insecurity negatively significantly influence job performance. Additionally, results indicate a significant relationship between the moderating effect of the COVID-19 vaccines and job insecurity changes, job loss insecurity, and job performance.The study revealed that employees who perceived their jobs to be insecure during the COVID-19 pandemic tried to cope with the situation, feel healthy, and perform well in their job after getting vaccinated. The study's findings recommend modifying the employees' working pattern for organizations. This study enhances the existing literature on the COVID-19 crisis in Pakistan's hospitality industry. In particular, this study is a novel addition to academia that highlights the impact of the COVID-19 pandemic on the work performance of front desk employees in the hotel and tourism industry.
TL;DR: In this paper , the effect of job satisfaction on job performance among physicians in Iraq's public hospitals was examined and a quantitative approach with structural equation modelling via partial least squares (PLS-SEM) and bootstrapping estimation was used to test the hypotheses developed.
Abstract: PurposeThis paper examines the effect of job satisfaction on job performance among physicians in Iraq's public hospitals. It also determines the mediating role of job satisfaction on the relationship between emotional intelligence and job performance. It further unveils the mediating role of job satisfaction on the nexus between transformational leadership and job performance. As physicians form the bulk of health-care professionals, their performance at work is crucial in determining patient satisfaction regarding care quality.Design/methodology/approachA quantitative approach with structural equation modelling via partial least squares (PLS-SEM) and bootstrapping estimation was used to test the hypotheses developed. A total of 157 responses were utilized in the data analysis.FindingsEvidence from the study indicates that job satisfaction has a positive relationship with job performance. The study also provides evidence that job satisfaction plays a positive mediating role in the relationship between emotional intelligence and job performance. Similarly, job satisfaction has a positive mediating effect on the nexus between transformational leadership and job performance among physicians in Iraq's public hospitals.Originality/valueTo the best of the authors' knowledge, this is the first study to investigate the relationship between physician job satisfaction and job performance in Iraqi public hospitals. Studies using Eastern samples are scarce, so the findings of this study will add to the body of knowledge from a cross-cultural standpoint.
TL;DR: In this article , the effect of work-life balance on the performance of employees in SMEs, along with the mediating role of job satisfaction and role of family-supportive supervisor behaviors was examined.
Abstract: Even though studies on work-life balance and family-supportive supervisor behaviors are prevalent, there are few studies in the SME setting, and the implications are yet unexplained. Thus, the study examines the effect of work-life balance on the performance of employees in SMEs, along with the mediating role of job satisfaction and the moderating role of family-supportive supervisor behaviors. We have developed a conceptually mediated-moderated model for the nexus of work-life balance and job performance. We collected data from SMEs and employed SEM-PLS to test the research hypothesis and model. Empirical results demonstrate that work-life balance positively influences job satisfaction and performance. Our empirical findings also revealed that job satisfaction partially mediates the relationship between work-life balance and job performance. We also found that when FSSB interacts with work-life balance and job satisfaction, it moderates the relationship between work-life balance and job performance and job satisfaction and job performance. Hence, our findings provide exciting and valuable insights for research and practice.
TL;DR: In this paper , the authors investigated the impact of transformational leadership on affective organizational commitment and job performance with the mediating role of employee engagement, and found that employee engagement partially mediates in the relationship between transformational leaders, affective commitment, and overall job performance.
Abstract: This study investigated the impact of transformational leadership on affective organizational commitment and job performance with the mediating role of employee engagement. This study gathered data from 845 hotel employees in China and the structural equation modeling technique was used to verify the results. The findings indicated that transformational leadership has a positive effect on affective organizational commitment and job performance. Meanwhile, results showed that employee engagement partially mediates in the relationship between transformational leadership, affective organizational commitment, and job performance. This study contributes to the research on transformational leadership in the Chinese hospitality sector and analyzes its effects on work performance metrics. Furthermore, theoretical and practical implications were also discussed in this article.
TL;DR: In this paper , a strategy that must be taken is to create product innovations based on needs in order to survive in the midst of a pandemic, which is very important to know and learn product branding.
Abstract: In general, MSMEs play an important role in the era of globalization to support the rise of the Indonesian economy, especially during the COVID-19 pandemic. The impact of the Covid-19 case has affected life in terms of health, education, and economy. The number of COVID-19 cases that continues to grow has made the pace of business slow down. Moreover, people are currently reducing activities outside the home such as vacations or shopping. The wheels of the economy slowed down, the market began to sluggish, turnover declined, as well as productivity. The government has also prepared a stimulus to help boost the economy and maintain purchasing power. The strategy that must be taken is to create product innovations based on needs in order to survive in the midst of a pandemic. In order to exist in the midst of global competition, MSMEs like it or not, ready or not, must be able to adapt, including improving product quality and having the courage to label products, because it is very important to know and learn product branding.
22 Mar 2022
TL;DR: In this paper , the authors investigated how job characteristics at the occupation level are associated with employees' perceptions of job demands and resources in their role, and examined the indirect effect of objective characteristics on employee outcomes via perceived characteristics.
Abstract: ABSTRACT The Job Demands-Resources (JD-R) model is a well-recognized theoretical framework assessing the impact of job demands and resources on well-being. Though the model conceptualises job demands and resources in terms of how jobs are both objectively designed and subjectively experienced, most studies have relied only on subjective self-reported data. In a comprehensive test of the model, our study investigates how objective job characteristics at the occupation level are associated with employees’ perceptions of job demands and resources in their role, and examines the indirect effect of objective characteristics on employee outcomes via perceived characteristics. Multilevel analyses of multisource and lagged data from 2,049 employees in 97 jobs indicated that perceived job characteristics mediate the effects of objective job characteristics on employee outcomes. Specifically, the objective requirement for positive emotional displays is positively related to exhaustion through perceived emotional demands. Second, objective job hazard exposure is positively related to physical health problems through perceived physical demands. Finally, objective job complexity has a significant positive indirect relationship with work engagement through perceived skill discretion. The results suggest that risk identification and enrichment processes should consider the nature of the job itself instead of merely focusing on employees’ cognitive appraisals.