Predicting and Assessing Work Performance of People with Limited Work Capacity (LWC): A Multi-Wave, Multi-Source Study

Abstract Purpose Occupational integration is vital for the health of all people, also for people with Limited Work Capacity (LWC). Therefore, participation in regular work is a legal right for people that are restricted in their work capacity due to a disability and/or lack sufficient education. Full and effective integration is dependent on the person-job fit, and adequate vocational support should focus on meeting performance standards, as is common practice in traditional personnel selection and development programmes. Despite the huge amount of valid instruments for personnel selection and development, these tests are not suitable people with LWC. Recently, an instrument was developed for assessment and development purposes specifically for this target group. That study provided evidence for reliability and dimensionality this instrument. In our study, we add criterion-related measures to this instrument to demonstrate that assessment at T1 predict performance at T2, thus validating the instrument. Method We conducted a four-source data study, two sources for independent and two for outcome variables, to test the predictive validity of this instrument in a multi-wave setup. Results This study largely supports the validity of the instrument in predicting work behaviour and task performance of people with LWC. More specific, when measures are tailored to this target group, this group is able to predict their work behaviour and task performance accurately just like the general population. Conclusion We conclude that this instrument contributes to science, vocational support practices, and the personal and professional development of people with LWC, which is required for sustainable work.

Download Full-text

Work-based identity and work engagement as potential antecedents of task performance and turnover intention: Unravelling a complex relationship

SA Journal of Industrial Psychology ◽

10.4102/sajip.v38i1.893 ◽

2012 ◽

Vol 38 (1) ◽

Cited By ~ 17

Author(s):

F. Chris Bothma ◽

Gert Roodt

Keyword(s):

Identity Formation ◽

Task Performance ◽

Work Engagement ◽

Turnover Intention ◽

Work Performance ◽

Maslach Burnout Inventory ◽

Work Related ◽

Leading Role ◽

Helping Behaviour ◽

And Task

Orientation: Work-based identity, used as a reference to the self, is the answer to the question ’Who am I at work?’ Work-related identities, derived from different social foci through identity formation processes, have as behavioural guides a significant influence on employee behaviour, which, in turn has an impact on work outcomes. Engagement, presented in different conceptualisations, is viewed by practitioners and academic researchers as an important antecedent of employee behaviour.Research purpose: The main purpose of the study was to investigate whether work-based identity and work engagement differed (in combination with personal alienation, helping behaviour and burnout) as potential antecedents (amongst numerous others) of task performance and turnover intention.Research design: A census-based sampling approach amongst 23 134 employees in the employment of an ICT company yielded a sample of 2429 usable questionnaires. Scales used in the study were the Maslach Burnout Inventory (MBI-HSS-20), Utrecht Work Engagement Scale (UWES), Work-based Identity, Personal Alienation, Helping Behaviour, Turnover Intention and Task Performance Scales.Main findings: The findings indicate that work-based identity and work engagement give similar appearing results as potential predictors of turnover intention and task performance. Practical/managerial implications: Reducing withdrawal behaviours and enhancing work performance are everyday challenges for organisations. Interventions focused on enhancing work-based identity and work engagement in the work environment should have a meaningful impact when these behaviours need to be addressed.Contribution/value-add: Work-based identity as a multidimensional construct has the potential, with further refinement, to become a valuable construct that can play a leading role in future work engagement research.

Download Full-text

Leader-Member Exchange (LMX) Ambivalence and Task Performance: The Cross-Domain Buffering Role of Social Support

Journal of Management ◽

10.1177/0149206317741190 ◽

2017 ◽

Vol 45 (5) ◽

pp. 1927-1957 ◽

Cited By ~ 11

Author(s):

Allan Lee ◽

Geoff Thomas ◽

Robin Martin ◽

Yves Guillaume

Keyword(s):

Social Support ◽

Task Performance ◽

Work Performance ◽

Leader Member Exchange ◽

Negative Effects ◽

High Quality ◽

Absolute Level ◽

Lmx Theory ◽

Member Exchange ◽

And Task

Leader-member exchange (LMX) theory proposes that leaders develop different quality relationships with those they manage and this is predictive of work performance. While LMX quality has been viewed as univalent (ranging from low to high quality), this paper proposes that it can also be bivalent in nature (i.e., coexisting positive and negative thoughts towards the relationship), which we refer to as LMX ambivalence. A survey measure of LMX ambivalence is developed, and through three validation and two main studies, it is shown to have construct, discriminant, and incremental predictive validity beyond that of LMX quality. Hypotheses concerning LMX ambivalence and task performance are tested in two main studies and show that (1) LMX ambivalence is negatively related to performance regardless of LMX quality, (2) high levels of perceived support from the organization (Study 1) or coworkers (Study 2) nullify the negative association between LMX ambivalence and performance, and (3) high LMX ambivalence leads to more negative affect and in turn lower task performance, but only when coworker support is low (Study 2). These results show the importance of viewing LMX quality not only in terms of its absolute level (low vs. high quality) but also as a bivalent construct where both positive and negative cognitions can coexist. They also demonstrate the value of social support in buffering the negative effects of LMX ambivalence. Furthermore, our findings extend a central tenet of LMX theory by implying that LMX quality varies not only within groups (i.e., LMX differentiation) but also within leader-follower dyads.

Download Full-text

Analysis of the Mediating Role of Psychological Empowerment in Perceived Trust and Work Performance

10.20944/preprints202111.0321.v1 ◽

2021 ◽

Author(s):

Xiaoli Liu ◽

Xiaopeng Ren

Keyword(s):

Task Performance ◽

Information Disclosure ◽

Work Performance ◽

Psychological Empowerment ◽

Positive Impact ◽

Perceived Trust ◽

Mediating Role ◽

Relationship Performance ◽

And Task

As a potential motivation, psychological empowerment stimulates employees' work behaviors, and it determines the degree of effort and duration of employees' work. Only when employees are psychologically empowered, will they have an impact on their behavior when they believe that they are trusted. This paper chose to set the independent variable as the employee's perceived trust and the dependent variable as the company's work performance, and explored the mediating role of psychological empowerment in the two. The psychological empowerment of employees had a positive impact on work performance. Employees with high psychological empowerment tended to be proactive in their work, and had more input in the work, which in turn encouraged employees to have higher work performance. The four dimensions of psychological empowerment can positively affect employee task performance, and the ability and influence of psychological empowerment had a positive impact on relationship performance. Psychological empowerment as a whole perception played a part of the mediating role between the perception of superior dependency and task performance, and it played a part of the mediating role between perception of superior dependency and relationship performance. As a whole perception, psychological empowerment played a part of mediating role between perceived information disclosure and task performance, and part of mediating role between perceived information disclosure and relationship performance. In the study of perceived trust and work performance, this article focused on the mediating role of psychological empowerment, and further understood the internal mechanism of perceived trust.

Download Full-text

Analysis of the Mediating Role of Psychological Empowerment in Perceived Trust and Work Performance

10.21203/rs.3.rs-1182687/v1 ◽

2021 ◽

Author(s):

Xiaoli LIU ◽

Xiaopeng REN

Keyword(s):

Task Performance ◽

Information Disclosure ◽

Work Performance ◽

Psychological Empowerment ◽

Positive Impact ◽

Perceived Trust ◽

Mediating Role ◽

Relationship Performance ◽

And Task

Abstract As a potential motivation, psychological empowerment stimulates employees' work behaviors, and it determines the degree of effort and duration of employees' work. Only when employees are psychologically empowered, will they have an impact on their behavior when they believe that they are trusted. This paper chose to set the independent variable as the employee's perceived trust and the dependent variable as the company's work performance, and explored the mediating role of psychological empowerment in the two. The psychological empowerment of employees had a positive impact on work performance. Employees with high psychological empowerment tended to be proactive in their work, and had more input in the work, which in turn encouraged employees to have higher work performance. The four dimensions of psychological empowerment can positively affect employee task performance, and the ability and influence of psychological empowerment had a positive impact on relationship performance. Psychological empowerment as a whole perception played a part of the mediating role between the perception of superior dependency and task performance, and it played a part of the mediating role between perception of superior dependency and relationship performance. As a whole perception, psychological empowerment played a part of mediating role between perceived information disclosure and task performance, and part of mediating role between perceived information disclosure and relationship performance. In the study of perceived trust and work performance, this article focused on the mediating role of psychological empowerment, and further understood the internal mechanism of perceived trust.

Download Full-text