an article by Masood Ul Hassan and Arslan Ayub (Department of Commerce, Bahauddin Zakariya University, Multan, Pakistan) published in Gender in Management Volume 34 Number 5 (July 2019)
Abstract
Purpose
Few organizational change studies identified the aspects of change that are salient to individuals and gender in specific and that influence their work outcomes. This paper aims to assess the potential mediating effect of emotional intelligence and the moderating effect of gender in the relationship of perceived change-related uncertainty and work outcomes.
Design/methodology/approach
The study analyzes the measurement model and the structural model using SmartPLS (v 3.2.7) on a sample of 413 employees working in the telecom sector collected through a non-experimental face-to-face method.
Findings
The findings support that emotional intelligence mediates the negative relationship between perceived change-related uncertainty and work outcomes. Moreover, emotional intelligence and gender have a significant interaction effect on work outcomes.
Research limitations/implications
The study uses the ability-based model of emotional intelligence to assess its impact on the proposed theoretical framework.
Practical implications
The findings suggest that organizations should hire more females at the workplace as they are less in number although they are more emotionally intelligent. As well as, females should be given equal opportunities to reach the top managerial positions by breaking the glass ceiling.
Originality/value
The study adds insights into existing knowledge; for instance, the study reveals that emotional intelligence competency is a sine qua non to personal control that delivers exceptional results in the context of perceived change-related uncertainty. The study also investigates the interaction effect of gender with emotional intelligence to scaffold the emotional intelligence competency over gender differences.
Showing posts with label job_performance. Show all posts
Showing posts with label job_performance. Show all posts
Tuesday, 6 August 2019
Wednesday, 22 May 2019
Challenge and hindrance demands in relation to self‐reported job performance and the role of restoration, sleep quality, and affective rumination
an article by Michelle Van Laethem (University of Amsterdam, The Netherlands), Debby G. J. Beckers (Radboud University, Nijmegen, The Netherlands), Jessica de Bloom (University of Tampere, Finland; University of Groningen, The Netherlands) and Marjaana Sianoja and Ulla Kinnunen (University of Tampere, Finland) published in Journal of Occupational and Organizational Psychology Volume 92 Issue 2 (June 2019)
Abstract
Longitudinal research on the relationship between job demands and job performance and its underlying mechanisms is scarce.
The aims of this longitudinal three‐wave study among 920 Finnish employees were to ascertain whether
Self‐report data were analysed with structural equation modelling. The results revealed a positive, temporal relationship between challenge job demands and job performance (task and contextual performance) across 1 year, but no temporal relationship between job insecurity and self‐reported job performance.
Moreover, high challenge job demands were positively related to the restorative value of off‐job activities, and favourable restoration was positively related to subsequent task performance.
Finally, affective rumination mediated the relationship of challenge job demands with both restoration and sleep quality. Job insecurity was not longitudinally related to restoration, sleep quality, or affective rumination. The implications of our findings for occupational health psychology are discussed.
Practitioner points
Full text (PDF 30pp)
Abstract
Longitudinal research on the relationship between job demands and job performance and its underlying mechanisms is scarce.
The aims of this longitudinal three‐wave study among 920 Finnish employees were to ascertain whether
- challenge job demands (i.e., workload, cognitive demands) and self‐reported job performance are positively related over time,
- job insecurity (i.e., a hindrance demand) and job performance are negatively related over time,
- restorative experiences during off‐job time and sleep quality are underlying mechanisms in these relations, and
- affective rumination mediates the proposed relations of job demands and job insecurity with restoration and sleep quality.
Self‐report data were analysed with structural equation modelling. The results revealed a positive, temporal relationship between challenge job demands and job performance (task and contextual performance) across 1 year, but no temporal relationship between job insecurity and self‐reported job performance.
Moreover, high challenge job demands were positively related to the restorative value of off‐job activities, and favourable restoration was positively related to subsequent task performance.
Finally, affective rumination mediated the relationship of challenge job demands with both restoration and sleep quality. Job insecurity was not longitudinally related to restoration, sleep quality, or affective rumination. The implications of our findings for occupational health psychology are discussed.
Practitioner points
- Provide employees with sufficient job resources (e.g., high autonomy and social support) to adequately deal with high job demands.
- Allow employees sufficient time to recover from high job demands during off‐job time and provide training sessions in recovery, relaxation, meditation, and goal setting.
- Employees may attempt to counteract perseverative thoughts by actively pursuing distracting restoration activities (e.g., exercise, meditation).
Full text (PDF 30pp)
Thursday, 27 September 2018
Criminal background and job performance
Dylan Minor, Nicola Persico and Deborah M. Weiss (Northwestern University, Evanston, IL, USA) published in IZA Journal of Labor Policy Volume 7 Article 8 (2018)
Abstract
Job applicants with criminal records are much less likely than others to obtain legitimate employment. Recent efforts to address this problem include campaigns to persuade employers to hire applicants with a record voluntarily and legislation such as Ban the Box laws.
The success of any remedial strategy depends on whether employer concerns are founded on an accurate view of how employees with a criminal background behave on the job if hired. Little empirical evidence now exists to answer this question.
This paper attempts to fill this gap by examining firm-level hiring practices and worker-level performance outcomes. Our data indicate that individuals with criminal records have a much longer tenure and are less likely to quit their jobs voluntarily than other workers. Some results, however, differ by job: sales employees with a criminal record have a higher tendency than other workers to leave because of misconduct, while this effect is smaller and less significant for customer service workers.
By examining psychometric data, we find evidence that bad outcomes for sales people with records may be driven by job rather than employee characteristics. We find some evidence that psychometric testing might provide a substitute for the use of criminal records, but that it would not in our own sample.
JEL Classification: K14, J24, J78
Full text (PDF 49pp)
Abstract
Job applicants with criminal records are much less likely than others to obtain legitimate employment. Recent efforts to address this problem include campaigns to persuade employers to hire applicants with a record voluntarily and legislation such as Ban the Box laws.
The success of any remedial strategy depends on whether employer concerns are founded on an accurate view of how employees with a criminal background behave on the job if hired. Little empirical evidence now exists to answer this question.
This paper attempts to fill this gap by examining firm-level hiring practices and worker-level performance outcomes. Our data indicate that individuals with criminal records have a much longer tenure and are less likely to quit their jobs voluntarily than other workers. Some results, however, differ by job: sales employees with a criminal record have a higher tendency than other workers to leave because of misconduct, while this effect is smaller and less significant for customer service workers.
By examining psychometric data, we find evidence that bad outcomes for sales people with records may be driven by job rather than employee characteristics. We find some evidence that psychometric testing might provide a substitute for the use of criminal records, but that it would not in our own sample.
JEL Classification: K14, J24, J78
Full text (PDF 49pp)
Sunday, 1 April 2018
Testing a dynamic model of the impact of psychological capital on work engagement and job performance
an article by Guido Alessandri, Chiara Consiglio and Laura Borgogni (Sapienza University of Rome, Italy) and Fred Luthans (University of Nebraska, Lincoln, USA) published in Career Development International Volume 23 Issue 1 (2018)
Abstract
Purpose
Psychological Capital (PsyCap), consisting of hope, efficacy, resilience, and optimism, is a positive state associated with attitudes, behaviors and performance. The purpose of this paper is to investigate a dynamic mediational model posing work engagement as the mediator of the longitudinal relation between PsyCap and job performance.
Design/methodology/approach
Data came from all white collar employees who responded to this study’s variables (n=420) from a comprehensive data set drawn from a large communications service company over two consecutive years. Job performance was rated at the end of each year by the direct supervisor as part of the organizational appraisal system.
Findings
Structural equation modeling analysis found that both absolute levels and increases in PsyCap predicted subsequent work engagement increases which in turn predicted job performance increases. Moreover, the mediating role of the changes in work engagement between previous PsyCap and performance change was confirmed over time.
Research limitations/implications
There is much to gain in conceptualizing the relations among PsyCap, work engagement and job performance as dynamic, rather than static. The results support the conservation of resources theory, in which employees are motivated to acquire, protect and foster their valued (psychological) resources to attain successful performance outcomes, in order to create a gain cycle of resources (Salanova et al., 2010). Moreover, it provide further empirical validation for the idea that processes, like work engagement, are sustained by personal resources, and that these latter exerts mostly an indirect effect on organizational behavior outcomes (Xanthopoulou et al., 2009b).
Practical implications
These results are important from a practical point of view, because they point to the importance of training interventions aimed at developing and sustaining PsyCap as an important determinant of workers’ motivation and behavior within the organization. Considerable literature offers practical insights and guidelines for developing PsyCap (Luthans et al., 2006, 2015; Luthans and Youssef-Morgan, 2017).
Originality/value
Despite the demonstrated state-like, dynamic nature of PsyCap, its relationship with performance has mainly been statically analyzed and the role of possible mediating mechanisms largely ignored. This study begins to fill this research gap by investigating the dynamic nature of PsyCap in relation to work engagement and job performance and whether over time engagement mediates the relationship between PsyCap and job performance.
Abstract
Purpose
Psychological Capital (PsyCap), consisting of hope, efficacy, resilience, and optimism, is a positive state associated with attitudes, behaviors and performance. The purpose of this paper is to investigate a dynamic mediational model posing work engagement as the mediator of the longitudinal relation between PsyCap and job performance.
Design/methodology/approach
Data came from all white collar employees who responded to this study’s variables (n=420) from a comprehensive data set drawn from a large communications service company over two consecutive years. Job performance was rated at the end of each year by the direct supervisor as part of the organizational appraisal system.
Findings
Structural equation modeling analysis found that both absolute levels and increases in PsyCap predicted subsequent work engagement increases which in turn predicted job performance increases. Moreover, the mediating role of the changes in work engagement between previous PsyCap and performance change was confirmed over time.
Research limitations/implications
There is much to gain in conceptualizing the relations among PsyCap, work engagement and job performance as dynamic, rather than static. The results support the conservation of resources theory, in which employees are motivated to acquire, protect and foster their valued (psychological) resources to attain successful performance outcomes, in order to create a gain cycle of resources (Salanova et al., 2010). Moreover, it provide further empirical validation for the idea that processes, like work engagement, are sustained by personal resources, and that these latter exerts mostly an indirect effect on organizational behavior outcomes (Xanthopoulou et al., 2009b).
Practical implications
These results are important from a practical point of view, because they point to the importance of training interventions aimed at developing and sustaining PsyCap as an important determinant of workers’ motivation and behavior within the organization. Considerable literature offers practical insights and guidelines for developing PsyCap (Luthans et al., 2006, 2015; Luthans and Youssef-Morgan, 2017).
Originality/value
Despite the demonstrated state-like, dynamic nature of PsyCap, its relationship with performance has mainly been statically analyzed and the role of possible mediating mechanisms largely ignored. This study begins to fill this research gap by investigating the dynamic nature of PsyCap in relation to work engagement and job performance and whether over time engagement mediates the relationship between PsyCap and job performance.
Tuesday, 14 November 2017
Does job insecurity threaten who you are? Introducing a social identity perspective to explain well-being and performance consequences of job insecurity
an article by Eva Selenko (Loughborough University, UK), Anne Mäkikangas (University of Jyväskylä, Finland) and Christopher B. Stride (University of Sheffield, UK) published in Journal of Organizational Behavior Volume 38 Issue 6 (July 2017)
Summary
This paper introduces a social identity perspective to job insecurity research.
Worrying about becoming jobless, we argue, is detrimental because it implies an anticipated membership of a negatively evaluated group – the group of unemployed people. Job insecurity hence threatens a person’s social identity as an employed person. This in turn will affect well-being and job performance.
A three-wave survey study amongst 377 British employees supports this perspective.
Persons who felt higher levels of job insecurity were more likely to report a weaker social identity as an employed person. This effect was found to be stable over time and also held against a test of reverse causality. Furthermore, social identity as an employed person influenced well-being and in-role job performance and mediated the effect of job insecurity on these two variables over time.
Different to the expectations, social identity as an employed person and organisational proactivity were not connected. The findings deliver interesting evidence for the role of social identity as an employed person in the relationships between job insecurity and its consequences. Theoretically, this perspective illustrates the individual and group-related nature of job insecurity and offers a novel way of connecting work situations with individual well-being, behaviour and attitudes.
Copyright © 2017 John Wiley & Sons, Ltd.
Summary
This paper introduces a social identity perspective to job insecurity research.
Worrying about becoming jobless, we argue, is detrimental because it implies an anticipated membership of a negatively evaluated group – the group of unemployed people. Job insecurity hence threatens a person’s social identity as an employed person. This in turn will affect well-being and job performance.
A three-wave survey study amongst 377 British employees supports this perspective.
Persons who felt higher levels of job insecurity were more likely to report a weaker social identity as an employed person. This effect was found to be stable over time and also held against a test of reverse causality. Furthermore, social identity as an employed person influenced well-being and in-role job performance and mediated the effect of job insecurity on these two variables over time.
Different to the expectations, social identity as an employed person and organisational proactivity were not connected. The findings deliver interesting evidence for the role of social identity as an employed person in the relationships between job insecurity and its consequences. Theoretically, this perspective illustrates the individual and group-related nature of job insecurity and offers a novel way of connecting work situations with individual well-being, behaviour and attitudes.
Copyright © 2017 John Wiley & Sons, Ltd.
Monday, 15 December 2014
Examining workplace mindfulness and its relations to job performance and turnover intention
an article by Erik Dane (Rice University, USA) and Bradley J Brummel (University of Tulsa, USA) published in Human Relations Volume 67 Number 1 (January 2014)
Abstract
In recent years, research on mindfulness has burgeoned across several lines of scholarship.
Nevertheless, very little empirical research has investigated mindfulness from a workplace perspective. In the study reported here, we address this oversight by examining workplace mindfulness – the degree to which individuals are mindful in their work setting.
We hypothesise that, in a dynamic work environment, workplace mindfulness is positively related to job performance and negatively related to turnover intention, and that these relationships account for variance beyond the effects of constructs occupying a similar conceptual space – namely, the constituent dimensions of work engagement (vigor, dedication, and absorption).
Testing these claims in a dynamic service industry context, we find support for a positive relationship between workplace mindfulness and job performance that holds even when accounting for all three work engagement dimensions.
We also find support for a negative relationship between workplace mindfulness and turnover intention, though this relationship becomes insignificant when accounting for the dimensions of work engagement. We consider the theoretical and practical implications of these findings and highlight a number of avenues for conducting research on mindfulness in the workplace.
Abstract
In recent years, research on mindfulness has burgeoned across several lines of scholarship.
Nevertheless, very little empirical research has investigated mindfulness from a workplace perspective. In the study reported here, we address this oversight by examining workplace mindfulness – the degree to which individuals are mindful in their work setting.
We hypothesise that, in a dynamic work environment, workplace mindfulness is positively related to job performance and negatively related to turnover intention, and that these relationships account for variance beyond the effects of constructs occupying a similar conceptual space – namely, the constituent dimensions of work engagement (vigor, dedication, and absorption).
Testing these claims in a dynamic service industry context, we find support for a positive relationship between workplace mindfulness and job performance that holds even when accounting for all three work engagement dimensions.
We also find support for a negative relationship between workplace mindfulness and turnover intention, though this relationship becomes insignificant when accounting for the dimensions of work engagement. We consider the theoretical and practical implications of these findings and highlight a number of avenues for conducting research on mindfulness in the workplace.
Thursday, 6 June 2013
Organizational Citizenship Behavior and Career Outcomes: The Cost of Being a Good Citizen
an article by Diane M. Bergeron (Case Western Reserve University), Abbie J. Shipp (Texas A&M University), Benson Rosen (University of North Carolina) and Stacie A. Furst (University of Cincinnati) published in Journal of Management Volume 39 Number 4 (May 2013)
Abstract
Existing research suggests that relationships among organisational citizenship behaviour (OCB), task performance, and individual career outcomes are necessarily positive. The authors question this assumption and hypothesise that in organisations with outcome-based control systems, time spent on OCB comes at a cost to task performance.
Building on this idea, the authors propose not only that time spent on task performance is more important than time spent on OCB in determining career outcomes (i.e., performance evaluation, salary increase, advancement speed, promotion) in an outcome-based control system but also that time spent on OCB may negatively impact career outcomes.
Results based on archival data from 3,680 employees in a professional services firm lend some support for these ideas. Specifically, time spent on task performance was more important than OCB in determining all four career outcomes.
Further, controlling for time spent on task performance, employees who spent more time on OCB had lower salary increases and advanced more slowly than employees who spent less time on OCB. These findings suggest that relationships between OCB and outcomes are more complex than originally thought and that boundary conditions may apply to conclusions drawn about the outcomes of OCB.
Abstract
Existing research suggests that relationships among organisational citizenship behaviour (OCB), task performance, and individual career outcomes are necessarily positive. The authors question this assumption and hypothesise that in organisations with outcome-based control systems, time spent on OCB comes at a cost to task performance.
Building on this idea, the authors propose not only that time spent on task performance is more important than time spent on OCB in determining career outcomes (i.e., performance evaluation, salary increase, advancement speed, promotion) in an outcome-based control system but also that time spent on OCB may negatively impact career outcomes.
Results based on archival data from 3,680 employees in a professional services firm lend some support for these ideas. Specifically, time spent on task performance was more important than OCB in determining all four career outcomes.
Further, controlling for time spent on task performance, employees who spent more time on OCB had lower salary increases and advanced more slowly than employees who spent less time on OCB. These findings suggest that relationships between OCB and outcomes are more complex than originally thought and that boundary conditions may apply to conclusions drawn about the outcomes of OCB.
Tuesday, 13 November 2012
Interests, Work Values, and Occupations: Predicting Work Outcomes With the WorkKeys Fit Assessment
an article by Kyle B. Swaney, Jeff Allen, Alex Casillas, Mary Ann Hanson and Steven B. Robbins (ACT, Inc., Iowa City, USA) published in Journal of Career Assessment Volume 20 Number 4 (November 2012)
Abstract
This study examined whether a measure of person-environment (P-E) fit predicted worker ratings of work attitudes and supervisor ratings of performance.
After combining extant data elements and expert ratings of interest and work value characteristics for each occupation in the O*NET system, the authors generated a “Fit Index” – involving profile correlations between individual interest and work value score profiles and corresponding occupational profiles – for each occupation.
The authors then conducted an extensive field study of 503 adult workers and 219 supervisors. The construct validity of the fit scores was supported by the patterns of over 477,000 scores across same, similar, and dissimilar occupations.
Results also supported the association of person–occupation fit with desirable work attitudes and outcomes, and the incremental validity of fit when including a measure of integrity. These results add support to the idea that P-E fit can be useful in personnel staffing.
Abstract
This study examined whether a measure of person-environment (P-E) fit predicted worker ratings of work attitudes and supervisor ratings of performance.
After combining extant data elements and expert ratings of interest and work value characteristics for each occupation in the O*NET system, the authors generated a “Fit Index” – involving profile correlations between individual interest and work value score profiles and corresponding occupational profiles – for each occupation.
The authors then conducted an extensive field study of 503 adult workers and 219 supervisors. The construct validity of the fit scores was supported by the patterns of over 477,000 scores across same, similar, and dissimilar occupations.
Results also supported the association of person–occupation fit with desirable work attitudes and outcomes, and the incremental validity of fit when including a measure of integrity. These results add support to the idea that P-E fit can be useful in personnel staffing.
Subscribe to:
Posts (Atom)
