Performance, job crafting and work context: practical implications from a multilevel perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fabiana Queiroga ◽  
Gabriel Carvalho Franco ◽  
Felipe Valentini ◽  
Érika G.S.A. Andrade
Keyword(s):  
Job Performance ◽  
Task Complexity ◽  
Individual Performance ◽  
Job Crafting ◽  
Learning Support ◽  
Work Context ◽  
Content Type ◽  
Multilevel Perspective ◽  
The Relationship ◽  
Practical Implications

Purpose Effort by managers and academics have been applied to understand elements that improving organizational performance and results. This study aims to analyze the relationship among job performance, job crafting, work complexity and learning support. The authors conducted a cross-sectional survey in a study with a regression hierarchical (i.e. multilevel) design. Design/methodology/approach Sample included 530 respondents of both sexes with ages ranging from 17 to 68 (M = 33.9; SD = 9.75). Participants were employees from 53 public and private organizations located in the Southeast of Brazil. They answered the scales: General Self-Assessment Scale of Job Performance, Job Crafting Behaviors, Learning Support and Subjective Task Complexity. Findings The results indicated that variance in job performance due to the differences among the organizations and learning support can explain 22% of variance at this level. Job crafting explained 22% of the job performance variance at level 1 (worker). It is concluded that the development of actions concerning job crafting and the relationship with the work context predict performance at work. Thus, the authors highlight the importance of maintaining individual-focused management practices, meaning that focusing on workers development promotes good results at the organization. Originality/value Results revealed practical implications through individual performance considered in a multilevel perspective both in Levels 1 and 2, which is not the most common for this variable. They could be especially important in scenarios that will demand adaptability and work modification, as the actual ones were observed in the contemporary world of work.

Who benefits from time-spatial job crafting? The role of boundary characteristics in the relationship between time-spatial job crafting, engagement and performance

2020 ◽  
Vol 16 (1) ◽  
pp. 1-19
Author(s):  
Jurgita Lazauskaite-Zabielske ◽  
Arunas Ziedelis ◽  
Ieva Urbanaviciute
Keyword(s):  
Job Performance ◽  
Work Engagement ◽  
Job Crafting ◽  
Content Type ◽  
Work Arrangements ◽  
Boundary Characteristics ◽  
Indirect Relationship ◽  
The Relationship ◽  
Work And Life

PurposeUsing the theoretical framework of job demands-resources and boundary management, the purpose of this paper is to explore the moderating role of work and life boundary characteristics in the relationship between time-spatial job crafting, work engagement and job performance.Design/methodology/approachA total of 176 employees working in the IT sector and having an opportunity to use flexible work arrangements were surveyed online.FindingsWork and life boundary characteristics were found to moderate the relationship between time-spatial job crafting and work engagement as well as between time-spatial job crafting and job performance. Moreover, boundary characteristics moderated the indirect relationship between time-spatial job crafting and job performance through work engagement.Practical implicationsTime-spatial job crafting becomes a key strategy for maintaining work engagement and job performance, when work–life boundaries are less flexible and less permeable.Originality/valueThe study demonstrates that boundary characteristics determine the effects of time-spatial job crafting on work engagement and job performance.

Job crafting and psychological capital: a multi-level study of their effects on innovative work behaviour

2021 ◽  
Vol 27 (1/2) ◽  
pp. 145-158
Author(s):  
Jin-Feng Uen ◽  
Rama Krishna Kishore Vandavasi ◽  
Kun Lee ◽  
Prasanthi Yepuru ◽  
Vipin Saini
Keyword(s):  
Psychological Capital ◽  
Job Crafting ◽  
Content Type ◽  
Mediating Role ◽  
Innovative Work ◽  
Multi Level ◽  
Innovative Work Behaviour ◽  
The Relationship ◽  
Practical Implications

Purpose This study aims to test the cross-level effects of team job crafting on individual innovative work behaviour (IWB) and the mediating role of team psychological capital (PsyCap). Design/methodology/approach This longitudinal study tested a multilevel design in a sample of 163 employees, clustered into 45 teams. Job crafting and PsyCap were aggregated to the team level to examine the effects of team job crafting Time 1 on individual IWB Time 2. In addition, mediation analysis was tested to determine whether team-level job crafting Time 1 can affect individual IWB Time 2 through team PsyCap Time 2. Findings Results found that team job crafting was positively related to individual IWB, and the relationship was mediated by team PsyCap. Practical implications This study includes implications for adopting job crafting behaviour at the team level to improve individual IWB. Originality/value This cross-level study is the first to verify the effects of team job crafting on individual IWB and team PsyCap as a mediator. This study extends the literature on job crafting by using a multilevel design in the analysis.

Strengthening the impact of career development on job performance: the important role of organizational and individual factors

2019 ◽  
Vol 27 (4) ◽  
pp. 37-39
Keyword(s):  
Career Development ◽  
Job Performance ◽  
Design Methodology ◽  
Organizational Factors ◽  
Content Type ◽  
Pertinent Information ◽  
The Impact ◽  
The Relationship ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings A positive relationship exists between employee career development and job performance. The impact can become more substantial when the process of career development becomes the joint responsibility of employee and firm. This makes it imperative to identify individual and organizational factors most able to enhance the relationship and achieve desired outcomes. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Conflicting values at work: the impact of institutional stress on job performance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Job Performance ◽  
Design Methodology ◽  
Reading Time ◽  
Content Type ◽  
Pertinent Information ◽  
Motivational Resources ◽  
The Impact ◽  
The Relationship ◽  
Practical Implications ◽  
Managerial Responsibility

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The study, set in four Norwegian hospitals, finds that institutional stress is directly related to employee job performance, but not directly related to job performance in those with managerial responsibility. The relationship between institutional stress and job performance is mediated by motivational resources – autonomy, competence and social support. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The effect of a budget-based incentive compensation scheme on job performance

2016 ◽  
Vol 12 (4) ◽  
pp. 590-613 ◽  
Author(s):  
Vincent K. Chong ◽  
Maggie B.C. Law
Keyword(s):  
Organizational Commitment ◽  
Job Performance ◽  
Interpersonal Trust ◽  
Incentive Compensation ◽  
Compensation Scheme ◽  
Content Type ◽  
The Relationship ◽  
Practical Implications ◽  
Least Squares Approach

Purpose This study aims to examine the role of trust-in-supervisor and organizational commitment on the relationship between a budget-based incentive compensation scheme and job performance. Design/methodology/approach A survey was conducted involving 120 managers from Australian manufacturing firms listed in the Who’s Who in Business in Australia electronic database. A partial least squares approach was used to assess the psychometric properties of the theoretical model and proposed hypotheses. Data analysis was conducted using WarpPLS Version 5.0. Findings The results suggest that the reliance on a high budget-based incentive compensation scheme was found to lead to higher trust-in supervisor, which in turn resulted in higher organizational commitment and improved subordinate job performance. Research limitations/implications This study is subject to the limitations of survey-based research. Practical implications This study may assist top management to better understand the importance of designing an effective budget-based incentive compensation scheme to promote high interpersonal trust and organizational commitment among subordinates. Cultivating a climate of trust may help to enhance interpersonal trust between subordinates and their superior, which in turn may lead to higher levels of organizational commitment and improvement in subordinate job performance. Originality/value This paper elucidates and contributes to the existing literature by suggesting that a budget-based incentive compensation scheme can directly affect subordinates’ level of trust in their supervisor, and that trust-in-supervisor can serve as an antecedent to the development and cultivation of subordinates’ commitment to the organization, which in turn improves their job performance.

A multilevel analysis of individual and organizational factors that influence the relationship between career development and job-performance improvement

2018 ◽  
Vol 42 (5/6) ◽  
pp. 286-304 ◽  
Author(s):  
Yunsoo Lee ◽  
Jae Young Lee
Keyword(s):  
Career Development ◽  
Job Performance ◽  
Multilevel Analysis ◽  
Performance Improvement ◽  
Organizational Factors ◽  
Individual Factors ◽  
Data Set ◽  
Content Type ◽  
The Relationship ◽  
Practical Implications

Purpose The purpose of this study is to investigate individual and organizational factors that influence the relationship between career development and job performance improvement. Design/methodology/approach This study adopts multilevel analysis, using the 2013 Human Capital Corporate Panel data set compiled by the Korea Research Institute for Vocational Education and Training. Findings Taking into consideration 572 employees over 61 companies, our findings reveal that job satisfaction and organizational commitment are significant individual factors that affect job performance through career development. Moreover, mentoring/coaching is found to be an organizational factor that influences job performance improvement through career development, while job rotation interferes with job performance through career development. Research limitations/implications The framework of the present study is consistent with the framework for organizational career development created by McDonald and Hite (2016), which emphasizes considering both organizational and individual factors together. Practical implications The results of this study provide empirical evidence and practical implications for leaders, line managers and human resource managers who are responsible for employees’ career development when they plan career development interventions. Originality/value This study offers a conceptual framework for career development, paying special attention to multi-level development.

scholarly journals Authentic leadership and performance: the mediating role of employees’ affective commitment

2018 ◽  
Vol 14 (1) ◽  
pp. 213-225 ◽  
Author(s):  
Neuza Ribeiro ◽  
Daniel Gomes ◽  
Shaji Kurian
Keyword(s):  
Authentic Leadership ◽  
Affective Commitment ◽  
Individual Performance ◽  
Linear Regression Method ◽  
Quantitative Methodology ◽  
Content Type ◽  
And Performance ◽  
Underlying Mechanisms ◽  
The Relationship ◽  
Practical Implications

Purpose This study aims to examine the relationship between authentic leadership (AL), affective commitment and individual performance. More specifically, this study aims to understand how AL influences employees’ affective commitment, how AL influences individual performance, how affective commitment influences individual performance and how affective commitment mediates the relationship between AL and individual performance. Design/methodology/approach In total, 212 Portuguese employees participated in this study. A quantitative methodology was used. Baron and Kenny’s linear regression method and Sobel test were used to test the mediation relationship. Findings The results reveal that affective commitment mediates the relationship between AL and employees’ performance. In others words, leaders’ authenticity promotes employees’ affective commitment, which, in turn, increases their individual performance. Practical implications This research has practical implications for human resource management in organizations, particularly in selection processes and training of leaders and managers. Practitioners looking to increase employee commitment and performance can do so by augmenting the AL. Originality/value This study enriches the knowledge about the relevance of emerging areas such as AL theory and responds to the need to understand underlying mechanisms linking AL with workers’ commitment and performance (i.e. testing the construct’s nomological network).

A study of perceived team learning on individual performance

2018 ◽  
Vol 9 (2) ◽  
pp. 162-178
Author(s):  
Shuting Xiang ◽  
Guoquan Chen ◽  
Wei Liu
Keyword(s):  
Team Learning ◽  
Psychological Safety ◽  
Individual Performance ◽  
Mediating Effect ◽  
Path Model ◽  
Content Type ◽  
Additional Support ◽  
Indirect Relationship ◽  
The Relationship ◽  
Practical Implications

Purpose This paper aims to explore the relationship between team learning and individual performance and examine the mediating effect of individual reflection on such relations. As a contextual factor, the moderating role of psychological safety is investigated in the team learning–individual reflection relationship. Design/methodology/approach This paper is based on a survey with 229 effective participants, which included enterprise managers and their colleagues from part-time MBA program in one university located in Beijing, China. Path model is conducted to test the hypotheses proposed in this paper. Findings The results indicate that team learning is positively associated with individual reflection and performance. Individual reflection plays a mediating role between the relationship between team learning and individual performance. Perceived team psychological safety positively moderates the relationship between perceived team learning and individual reflection, such that the positive relation is more significant when employees perceived higher psychological safety. Originality/value This paper has both theoretical and practical implications. Theoretically, the authors establish the direct and indirect relationship between team learning and individual performance and aim to find additional support for Edmonson’s view suggesting that psychological safety would facilitate learning behavior. In terms of practical implications, the authors point the importance of developing learning teams and promoting individual learning.

Ethical leadership, emotional leadership, and quitting intentions in public organizations

2020 ◽  
Vol 41 (2) ◽  
pp. 257-279 ◽  
Author(s):  
Mohammed Laid Ouakouak ◽  
Michel Georges Zaitouni ◽  
Bindu Arya
Keyword(s):  
Job Performance ◽  
Structural Equation ◽  
Positive Impact ◽  
Employee Motivation ◽  
Individual Performance ◽  
Equation Modeling ◽  
Content Type ◽  
Negative Effect ◽  
The Impact ◽  
Practical Implications

PurposeMotivation constitutes a central topic for business management, because of its critical impact on job performance. Therefore, understanding whether and how the style of leadership adopted by leaders in organizations promotes and maintains employee motivation is of great interest to both scholars and practitioners. Drawing on self-determination theory, this study investigates how ethical and emotional styles of leadership influence employee motivation and thus job performance.Design/methodology/approachAn empirical study was conducted in the public sector in Kuwait. About 607 employees participated in this study. Structural equation modeling techniques were used for testing the causal relationships between constructs.FindingsResults of our study indicate that both ethical and emotional leaderships enhance employee motivation. Furthermore, employee motivation has a positive impact on job performance. The results also show that job performance exerts a negative effect on quitting intentions. Finally, interest in the private sector moderates the job performance–quitting intentions relationship.Practical implicationsThese findings provide theoretical contributions to the extant literature, as well as important practical implications for managers.Originality/valueThis study demonstrates the role of both ethical and emotional leaderships in shaping employee behaviors. To the best of our knowledge, this research is among the few that provides initial evidence regarding quitting intentions as an outcome of the impact of ethical and emotional leaderships on employee motivation and individual performance in Kuwait.

The relationship between organizational culture, organizational silence and job performance in hotels: the case of Kuşadasi

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gullu Gencer ◽  
Hakan Atay ◽  
Arzu Gurdogan ◽  
Ulker Colakoglu
Keyword(s):  
Organizational Culture ◽  
Job Performance ◽  
Content Type ◽  
Future Studies ◽  
Tourism Management ◽  
Organizational Silence ◽  
Closing The Gap ◽  
The Relationship ◽  
Practical Implications ◽  
Insight Into

PurposeThis study aims to measure the effect of organizational culture perceptions of hotel employees on their organizational silence behavior and job performance, as well as the effect of their organizational silence behavior on their job performance.Design/methodology/approachA correlational survey model was used in this research and a questionnaire was distributed to collect the data from 389 sampled employees working in four- and five-star hotels in the Kusadasi region in Turkey.FindingsIt was found that organizational culture was not significantly related to organizational silence but that organizational culture and its dimensions were significantly related to job performance. It was also revealed that while organizational silence was not significantly related to job performance, its dimensions were significantly related to job performance.Practical implicationsThe results of this study provide insight into organizational culture as an important factor in increasing job performance. The study also revealed how organizational silence behavior and its dimensions affect job performance. In this sense, accommodation establishments will be able to acquire new perspectives in terms of improving job performance.Originality/valueThis paper is deemed important, as it examined these three terms in one model in the field of tourism management. It is thought that it will contribute to the literature by closing the gap in the tourism literature while leading the way for future studies.

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