Work Role Performance Scale--Korean Version

2016 ◽  
Author(s):  
Minyoung Cheong ◽  
Seth M. Spain ◽  
Francis J. Yammarino ◽  
Seokhwa Yun
Author(s):  
Bella Saviera ◽  
Hery Susanto ◽  
Anissa Lestari Kadiyono

Employee performance is critical to the overall success of the company. In achieving their goals, companies will face many challenges. This can be overcome in several ways, one of which is by improving employee performance. Therefore, it is important to measure the role performance of employee in Indonesia. Work role performance scale was first delevoped in Australia in 2007 and have not been adapted for Indonesian population. This study intends to evaluate the validity and the reliability of the Indonesian version of work role performance scale. Aiken’s V formula was used to evaluate the content validity of the scale. Both CTT and Rasch analysis were employed to evaluate the reliability of the scale. Participants in this study were employees, with a total of 370 (n = 370), collected by using accidental sampling techniques. The results showed Aiken’s V of 0.87 to 0.91 shows that items of the adapted scale were relevant to measure the construct. The adapted scale was found reliable with Cronbach’s alpha of 0.936 and Rasch’s person and item reliability were 0.87 and 0.98. In CFA results, the model fit was acceptable (RMSEA=0.08 and CFI=0.96) shows that the data fit the hypoteshized model.


1992 ◽  
Author(s):  
R. C. Dillehay ◽  
M. R. Sandys

2003 ◽  
Vol 34 (3) ◽  
pp. 29-40
Author(s):  
P. Msweli-Mbanga ◽  
Chen T. Lin

The purpose of this study is to broaden the definition of performance to include extra-role and in-role aspects in the conceptualisation of performance in direct selling. Using exploratory and confirmatory factor analysis, the authors first report the development of the extra-role performance scale. A model of extra-role performance consisting of five dimensions including individual initiative, helping behaviour, self-development, organisational loyalty and organisational compliance was identified. Nomological validity of the newly developed scale was established by relating the dimensions of extra-role performance to the in-role performance measure. The authors discuss the implications of their findings and suggest avenues for further research.


2012 ◽  
Author(s):  
Hui-Ling Tung ◽  
Yan-Cing Li ◽  
Kuo-Ye Chen
Keyword(s):  

PLoS ONE ◽  
2017 ◽  
Vol 12 (10) ◽  
pp. e0185451 ◽  
Author(s):  
Marie-Josée Fleury ◽  
Guy Grenier ◽  
Jean-Marie Bamvita ◽  
Lambert Farand

2013 ◽  
Vol 63 (1) ◽  
pp. 190-218 ◽  
Author(s):  
Yu-Ping Chen ◽  
Margaret Shaffer ◽  
Mina Westman ◽  
Shoshi Chen ◽  
Mila Lazarova ◽  
...  

2011 ◽  
Vol 33 (2) ◽  
pp. 175-192 ◽  
Author(s):  
Andrew Neal ◽  
Gillian Yeo ◽  
Annette Koy ◽  
Tania Xiao

2018 ◽  
Vol 6 (3) ◽  
pp. 413
Author(s):  
Marie-Josée Fleury ◽  
Guy Grenier ◽  
Jean-Marie Bamvita ◽  
Marie-Pierre Markon ◽  
François Chiocchio

Rationale, aims, and objectives: Team effectiveness is associated not only with team design, but also with team dynamics such as work role performance. This study aimed to: (1) identify variables associated with perceived work role performance in a sample of 315 mental health professionals and (2) assess the contributions of team members and team characteristics; organizational and territorial context; team emergent states and team processes.Method: Mental health professionals from 4 health service networks in Quebec, Canada, completed a self-administered questionnaire consisting of standardized scales. Based on a conceptual framework adapted from the Input-Mediator-Output-Input (IMOI) model, independent variables were organized according to: (1) characteristics of team members and their teams, (2) organizational and territorial context, (3) team emergent states and (4) team processes. Their respective contributions to perceived work role performance were tested using a hierarchical regression analysis.Results: Perceived work role performance was associated with younger age (characteristics of team members and their team), familiarity between co-workers (Team emergent states) and belief in interprofessional collaboration, knowledge-sharing, team interdependence and team support (Team processes). Most variation in work role performance was explained by Team emergent states, followed by Team processes.Conclusion: This study tested a large number of variables associated with perceived work role performance in mental healthcare based on a comprehensive and innovative, theory-driven framework. The inclusion of mental health professionals from several types of teams representing mental health networks in different geographical areas added value to the study. The results confirm the need for managers to optimize team emergent states and team processes in order to improve work role performance. Initiatives such as training in teamwork and clinical guidelines are recommended.


2012 ◽  
Vol 41 (6) ◽  
pp. 1677-1697 ◽  
Author(s):  
Hannes Leroy ◽  
Frederik Anseel ◽  
William L. Gardner ◽  
Luc Sels

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