scholarly journals Trajectory classes of job performance

2015 ◽  
Vol 20 (4) ◽  
pp. 424-442 ◽  
Author(s):  
Mariella Miraglia ◽  
Guido Alessandri ◽  
Laura Borgogni
Keyword(s):  
Individual Differences ◽  
Job Performance ◽  
Self Efficacy ◽  
High Performance ◽  
Organizational Transformation ◽  
Growth Mixture Modeling ◽  
Content Type ◽  
Stable Class ◽  
Supervisory Ratings ◽  
Over Time

Purpose – Previous literature has recognized the variability of job performance, calling attention to the inter-individual differences in performance change. Building on Murphy’s (1989) theoretical model of performance, the purpose of this paper is to verify the existence of two distinct classes of performance, reflecting stable and increasing trends, and to investigate which personal conditions prompt the inclusion of individuals in one class rather than the other. Design/methodology/approach – Overall job performance was obtained from supervisory ratings for four consecutive years for 410 professionals of a large Italian company going through significant reorganization. Objective data were merged with employees’ organizational tenure and self-efficacy. Growth Mixture Modeling was used. Findings – Two main groups were identified: the first one started at higher levels of performance and showed a stable trajectory over time (stable class); the second group started at lower levels and reported an increasing trajectory (increasing class). Employees’ with stronger efficacy beliefs and lower tenure were more likely to belong to the stable class. Originality/value – Through a powerful longitudinal database, the nature, the structure and the inter-individual differences in job performance over time are clarified. The study extends Murphy’s (1989) model, showing how transition stages in job performance may occur also as a result of organizational transformation. Moreover, it demonstrates the essential role of self-efficacy in maintaining high performance levels over time.

scholarly journals Rough diamonds in emerging markets: legacy, competitiveness, and sustained high performance

2019 ◽  
Vol 26 (3) ◽  
pp. 363-386
Author(s):  
Seung Ho Park ◽  
Gerardo R. Ungson
Keyword(s):  
Human Capital ◽  
Emerging Markets ◽  
High Performance ◽  
Core Competencies ◽  
Market Potential ◽  
Government Support ◽  
Screening Tests ◽  
Institutional Voids ◽  
Content Type ◽  
Over Time

Purpose The purpose of this paper is to uncover the underlying drivers of sustained high performing companies based on a field study of 127 companies in Brazilian, Russian, Indian and Chinese (BRIC) and Association of Southeast Asian Nations (ASEAN) emerging markets. Understanding these companies provides a complementary way of appraising the growth, development and transformation of emerging markets. The authors synthesize the findings in an overarching framework that covers six strategies for building and sustaining legacy that leads to the succession of intergenerational wealth over time: overcoming institutional voids, inclusive markets, deepening localization, nurturing government support, building core competencies and harnessing human capital. The authors relate these strategies to different levels of development using Prahalad and Hart’s BOP framework. Design/methodology/approach This study examines the underlying drivers of sustained high-performance companies based on field studies from an initial set of 105,260 BRIC companies and close to 500 companies in ASEAN. The methods employed four screening tests to arrive at a selection of the highest-performing firms: 70 firms in the BRIC nations and 58 firms from ASEAN. Following the selection, the authors constructed cases using primary interviews and secondary data, with the assistance of Ernst & Young and with academic colleagues in Manila. These studies were originally conducted in two separate time periods and reported accordingly. This paper synthesizes the findings of these two studies to arrive at an extended integrative framework. Findings From the cases, the authors examine six strategies for building and sustaining legacy that lead to high performance over time: overcoming institutional voids, creating inclusive markets, deepening localization, nurturing government support, building core competencies and harnessing human capital. To address the evolving state of institutional voids in these countries, the authors employ similar methods to hypothesize the placement of these strategies in the context of the world economic pyramid, initially formulated as the “bottom of the pyramid” framework. Originality/value This paper synthesizes and extends the authors’ previous works by proposing the concept of legacy to describe the emergence and succession of local exemplary firms in emerging markets. This study aims to complement extant measures of nation-growth based primarily on GDP. The paper also extends the literature on institutional voids in shifting the focus from the mix of voids to their evolving state. Altogether, the paper provides a complementary narrative on assessing the market potential of emerging markets by adopting several categories of performance.

New Zealand study shows both gender and national culture influence impact of high-performance work systems (HPWS)

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
New Zealand ◽  
Job Performance ◽  
National Culture ◽  
Attribution Theory ◽  
High Performance ◽  
Service Sector ◽  
External Factors ◽  
Content Type ◽  
Mediating Role ◽  
The Impact

Purpose The authors based their study on the findings of attribution theory, which suggests some people attribute experiences at work to external factors, and others to internal factors. Their theory was that women and men made different attributions and this affected the impact of HPWS. Design/methodology/approach The authors sent out a questionnaire that tested whether ability was the main factor for male performance. And it tested if the main predictor of job performance for female employees was opportunity. The authors also considered the influence of national culture. The authors collected data from a purposive sample of service sector organizations in New Zealand. Findings All four of their hypotheses were supported showing that ability was the main predictor for males and external factors were the main predictor for women. In addition, the study found a mediating role existed for ability for males and opportunity for females in the HPWS-job performance relationship. Originality/value The authors said the main contribution of the research was to show the relevance of context in studies of employees. They said the research could contribute to understanding why motivation, as an AMO element, does not feature much in studies. In addition, highlighting the role of national culture helped to explain the formation of gendered behaviour. The authors felt it was reasonable to speculate that the results were impacted by New Zealand’s national culture.

Factors to improve job performance and school effectiveness

2020 ◽  
Vol 34 (5) ◽  
pp. 805-822 ◽  
Author(s):  
Manuel Soto-Pérez ◽  
Jacqueline Y. Sánchez-García ◽  
Juan E. Núñez-Ríos
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Organizational Performance ◽  
Private School ◽  
Self Efficacy ◽  
School Effectiveness ◽  
Teaching Staff ◽  
Content Type ◽  
Intrinsic Satisfaction ◽  
Intrinsic Job Satisfaction

PurposeIdentify some of the most relevant factors that trigger a private school's workforce to foster a sustainable competitive advantage by reinforcing the intrinsic job satisfaction and the levels of teacher self-efficacy, engagement and job performance.Design/methodology/approachSurveys were applied to private school teachers to assess their perception concerning the studied variables, data were tested at a confirmatory level using the partial least squares path modelling (PLS-PM).FindingsTeachers with a high sense of self-efficacy and possessing elevated intrinsic satisfaction tend to be highly productive and results-oriented. Intrinsic job satisfaction is a key factor that influences more than extrinsic job satisfaction in the previously mentioned relationship.Research limitations/implicationsAlthough the obtained results are constrained and apply to the Mexican context, we suggest that virtual limitation can be overcome by extending the study due to the proposed construct that can be applied in other regions or organizations.Practical implicationsPrincipals will need to develop mainly the intrinsic job satisfaction in the teaching staff, to improve the job and organizational performance. This should be accompanied, secondly, by factors that encourage extrinsic satisfaction such as fair pay or recognition.Originality/valueOpen up an alternative explanation, based on the evidence of this study, to the theory of social exchange, since the factor that most influences teacher’s citizenship behaviours is not extrinsic but intrinsic satisfaction. That is, it is not what the employee receives from the institution, but what the employee does or gives to the institution the source of satisfaction that will encourage greater job performance.

Job performance of employees with disabilities

2014 ◽  
Vol 33 (4) ◽  
pp. 347-360 ◽  
Author(s):  
Miriam K. Baumgärtner ◽  
Stephan A. Böhm ◽  
David J.G. Dwertmann
Keyword(s):  
Social Support ◽  
Job Performance ◽  
Self Efficacy ◽  
Call Center ◽  
People With Disabilities ◽  
Hierarchical Regression ◽  
Common Source ◽  
Employee Survey ◽  
Content Type ◽  
Employees With Disabilities

Purpose – The purpose of this paper is to follow the call of researchers to take intrapersonal resources into account when trying to understand the influence of interpersonal resources by investigating the interplay of social support and self-efficacy in predicting job performance of people with disabilities. Design/methodology/approach – Data were collected in an Israeli call center employing mostly people with disabilities. The independent and moderator variables were assessed by an employee survey. To avoid common source bias, job performance was rated by the supervisors four weeks after conducting the survey. Hierarchical regression analysis was used to test the hypotheses. Findings – The first main effect hypothesis, stating a positive relationship between social support and job performance was conditionally supported (p=0.06). The relationship between self-efficacy and job performance did not gain support. In line with the extended support buffer hypothesis, the job performance of low self-efficacious employees increased with higher levels of social support. The interference hypothesis, postulating a negative effect of social support under the condition of high levels of self-efficacy, was not supported. Practical implications – The results indicate that employees with disabilities differ in the level of social support they need in order to reach high levels of job performance. Instead of a one-size-fits-all-approach, organizations should take individual levels of self-efficacy into account and offer support accordingly in order to unleash the full working potential. Originality/value – This is the first known empirical investigation examining the role of individual differences in the need of social support among employees with disabilities.

What makes employees engaged with their work? The role of self-efficacy and employee’s perceptions of social context over time

2016 ◽  
Vol 21 (2) ◽  
pp. 125-143 ◽  
Author(s):  
Chiara Consiglio ◽  
Laura Borgogni ◽  
Cristina Di Tecco ◽  
Wilmar B. Schaufeli
Keyword(s):  
Social Work ◽  
Social Context ◽  
Work Engagement ◽  
Self Efficacy ◽  
Substantial Contribution ◽  
Equation Modeling ◽  
Content Type ◽  
The Social ◽  
Over Time

Purpose – Work engagement represents an important aspect of employee well-being and performance and has been related to both job and personal resources. The purpose of this paper, based on Social Cognitive Theory, is to emphasize the proactive role of self-efficacy which is hypothesized to predict work engagement, not only directly, but also indirectly through positive changes in employee’s perceptions of social context (PoSC); namely, perceptions of one’s immediate supervisor, colleagues and top management. Design/methodology/approach – A sample of 741 employees of a communication service company completed two questionnaires, with a time interval of three years. Structural equation modeling was performed in order to test the hypothesized model. Findings – Results revealed that, as expected: first, initial self-efficacy predicts work engagement three years later; and second, positive changes in employee’s perceptions of the social work context across the three year period, mediates the relationship between self-efficacy and work engagement. Research limitations/implications – Results relied only upon self-report data. Moreover, each variable was only measured at the time in which it was hypothesized by the conceptual model. Practical implications – The significant role of self-efficacy as a direct and indirect predictor of work engagement suggests the development of training programs centered on the main sources of self-efficacy, specifically focussed on the social work domain. Originality/value – This research provides evidence of the substantial contribution of self-efficacy to work engagement over time. Moreover, the results also support the beneficial effects of self-efficacy through its influence on the improvements in the individuals’ perceptions of their social context.

The role of high-performance work system and human capital in enhancing job performance

2020 ◽  
Vol 16 (3) ◽  
pp. 195-206 ◽  
Author(s):  
Rabia Imran ◽  
Tariq Mohammed Salih Atiya
Keyword(s):  
Human Capital ◽  
Job Performance ◽  
High Performance ◽  
Service Sector ◽  
Content Type ◽  
Work System ◽  
Mediating Role ◽  
High Performance Work System ◽  
The Impact

PurposeThe aim of the current research is to examine how job performance is affected by high-performance work system (HPWS) and human capital. Furthermore, the research focuses on exploring the mediating role played by human capital in HPWS and job performance relationship.Design/methodology/approachData was collected from service sector employees. A sample of 400 respondents was selected from the chosen population using purposive sampling.FindingsThe results reveal that HPWS and human capital positively and significantly affect job performance. The impact of HPWS in creating human capital was also supported. The research also hypothesized mediating role played by human capital in HPWS and job performance relationship, and it was partially supported.Originality/valueRecent literature is evident of the relationship between performance and HPWS; however, the mechanism between these variables is still unclear (Demirbag et al., 2014). There is a need of identifying the factors that strengthen this relationship. The current research is an attempt to fill this gap by examining the effect of HPWS on job performance. Furthermore, it explores the role played by human capital in strengthening the connection of HPWS and job performance.

scholarly journals Job insecurity and performance over time: the critical role of job insecurity duration

2019 ◽  
Vol 25 (3) ◽  
pp. 325-336 ◽  
Author(s):  
Maike E. Debus ◽  
Dana Unger ◽  
Cornelius J. König
Keyword(s):  
Job Performance ◽  
Job Insecurity ◽  
Critical Role ◽  
Future Research ◽  
Appraisal Theory ◽  
Stress Reactions ◽  
Content Type ◽  
Dynamic Perspective ◽  
Over Time

Purpose Research on the relationship between job insecurity and job performance has thus far yielded inconclusive results. The purpose of this paper is to offer a more dynamic perspective on the effects of job insecurity on job performance. Design/methodology/approach Drawing from cognitive appraisal theory, research on critical life events, and stress reactions as well as more general theorizing around the role of time, this paper proposes that individuals’ job performance reactions to job insecurity will be dynamic over time. Findings Adopting a person-centered perspective, this paper suggests that there are seven subpopulations that differ in their intra-individual job performance change patterns over time. Research limitations/implications This paper presents potential predictors of subpopulation membership and presents an agenda for future research. Originality/value We contribute to the literature by introducing a dynamic perspective to the study of job performance in the context of job insecurity. Delineating a set of open questions that follow from the presented theoretical arguments, the authors also hope to stimulate future research in the context of job insecurity and job performance.

Mediating effects of perceived environment support and knowledge sharing between self-efficacy and job performance of SME employees

2019 ◽  
Vol 51 (6) ◽  
pp. 342-359 ◽  
Author(s):  
Khahan Na-Nan ◽  
Salitta Saribut ◽  
Ekkasit Sanamthong
Keyword(s):  
Job Performance ◽  
Knowledge Sharing ◽  
Self Efficacy ◽  
Structural Equation ◽  
Positive Influence ◽  
Performance Model ◽  
Content Type ◽  
Environmental Support ◽  
Self Confidence ◽  
The Relationship

PurposeCurrently, small and medium-sized enterprises (SMEs) concentrate on developing their employees’ potential to ensure high job performance. Enhancing the perception of efficacy is important to encourage employees to perform their responsibilities with increased self-confidence. Perceived environmental support and knowledge sharing are also significant factors that boost employees’ potential to achieve targets. The purpose of this paper is to examine how self-efficacy (SE) relates both directly and indirectly to employee job performance through perceived environmental support and knowledge sharing.Design/methodology/approachEmpirical data were garnered from a sample of 344 admins working at SMEs in Central Thailand and structural equation modelling was used to test the proposed relationships.FindingsSE had a strong positive influence on employee job performance, perceived environmental support and knowledge sharing, while perceived environmental support and knowledge sharing positively influenced employee job performance. Perceived environmental support and knowledge sharing were considered to be partial mediating factors of SE in the employee job performance model.Originality/valueThis research extends understanding of the relationship between SE and employee job performance. The findings shed light on mediating roles of perceived environmental support and knowledge sharing regarding the relationship between SE and employee job performance.

Testing a dynamic model of the impact of psychological capital on work engagement and job performance

2018 ◽  
Vol 23 (1) ◽  
pp. 33-47 ◽  
Author(s):  
Guido Alessandri ◽  
Chiara Consiglio ◽  
Fred Luthans ◽  
Laura Borgogni
Keyword(s):  
Job Performance ◽  
Work Engagement ◽  
Psychological Capital ◽  
Equation Modeling ◽  
Dynamic Nature ◽  
Content Type ◽  
And Performance ◽  
The Impact ◽  
Over Time

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.

Gender and job performance: linking the high performance work system with the ability–motivation–opportunity framework

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fiona Edgar ◽  
Nancy M. Blaker ◽  
André M. Everett
Keyword(s):  
Job Performance ◽  
National Culture ◽  
Cultural Context ◽  
High Performance ◽  
Content Type ◽  
Work System ◽  
Research Designs ◽  
High Performance Work System ◽  
Micro Level ◽  
Contingency View

PurposeFor some years, human resource management (HRM) scholars have sought to understand how the high performance work system (HPWS) impacts performance. Recently, attention has turned to developing knowledge about the more micro-level aspects of this relationship, with the ability–motivation–opportunity (AMO) framework providing a useful lens. Empirically, these studies have produced mixed results. This study explores whether context is useful in explaining these anomalous findings.Design/methodology/approachThis study considered the effects of context across two levels – the descriptive (situated demography–gender) and the analytical (societal–national culture) – on employees' behaviour in the HPWS–job performance relationship using survey data obtained from a sample of New Zealand organisations.FindingsResults indicate that the employee demographic of gender may play an influential role, with ability found to be the most significant predictor of job performance for males and opportunity the strongest predictor of job performance for females. Given the importance of cultural context when examining employees' gendered behaviours, this study also considers the influence of New Zealand's national culture.Practical implicationsBy describing the interaction between trait expressive work behaviours and job features, this study dispels the myth of universalism. In line with a contingency view, practitioners are encouraged to ensure alignment between features of their organisational context and the behavioural outcomes sought from their HPWS.Originality/valueThis study suggests HPWS research designs would benefit from analysing the full effects of contextual variables, rather than considering them purely as controls.

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