scholarly journals Employability and performance

2019 ◽  
Vol 48 (5) ◽  
pp. 1299-1317 ◽  
Author(s):  
Kristien Philippaers ◽  
Nele De Cuyper ◽  
Anneleen Forrier
Keyword(s):  
Organizational Citizenship Behavior ◽  
Perceived Control ◽  
Structural Equation ◽  
Employee Performance ◽  
Work Behavior ◽  
Equation Modeling ◽  
Content Type ◽  
Perceived Justice ◽  
Perceived Employability ◽  
The Relationship

PurposeThe purpose of this paper is to advance two seemingly conflicting paths from perceived employability to employee performance. Both paths start from the idea that feeling employable makes employees more independent from their employer. Framed positively, independence implies the perception of being in control, and perceived control may promote employee performance. Framed negatively, independence implies reduced attachment to the organization, while such ties drive employee performance. Innovative features in this study are threefold. First, the authors introduce perceived justice as a moderator. Second, the authors distinguish between perceived quantitative and qualitative employability: this relates to seeing “other” vs “better” job opportunities. Third, the authors include a range of performance indicators: task performance, organizational citizenship behavior and counterproductive work behavior.Design/methodology/approachSurvey data were collected within one Belgian public-sector organization (n=1,500 employees) and analyzed using structural equation modeling.FindingsPerceived control mediated the relationship between perceived employability and employee performance, yet only upon high perceived justice. Affective organizational commitment mediated the relationship between perceived employability and employee performance, regardless of perceived justice. Those relationships were positive for quantitative perceived employability and negative for qualitative perceived employability.Originality/valuePerceived employability relates positively to employee performance, especially upon high perceived justice. Yet this relationship is bounded to which job alternatives are perceived, just “other” or instead “better.”

Group organizational citizenship behavior and knowledge sharing

2019 ◽  
Vol 50 (1) ◽  
pp. 117-135 ◽  
Author(s):  
Yasha Afshar Jalili ◽  
Farideh Salemipour
Keyword(s):  
Knowledge Sharing ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Structural Equation ◽  
Civic Virtue ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Emotional Climate ◽  
Content Type ◽  
The Relationship

Purpose This study aims to examine the influence of organizational citizenship behavior’s sub-constructs including altruism, civic virtue, sportsmanship, conscientiousness and courtesy on knowledge sharing behavior (KSB). It also pays attention to the effects of group emotional climate on the relationship between organizational citizenship behavior and knowledge sharing. Design/methodology/approach This research was conducted based on the quantitative research strategy by applying structural equation modeling. Using a random sampling method, this research surveyed 116 participants and analyzed the data via partial least equation modeling. Findings The results claim that altruism, conscientiousness and civic virtue have a significant effect on KSB, while the relationship between courtesy and sportsmanship with KSB were not significant. Furthermore, the findings depict that positive and negative workgroup emotional climate would impede or enhance KSB among people with a high level of altruism, conscientiousness and civic virtue. Practical implications Given the importance of knowledge sharing in the today knowledge economy, by comprehending the influence of group organizational citizenship behavior’s sub-constructs on knowledge sharing, managers would improve organizational knowledge sharing by developing a culture encouraging altruism, conscientiousness and civic virtue as a substitute for incentive pay. Moreover, promoting an emotionally supportive climate fosters knowledge sharing within people. Originality/value This study makes three distinct additions to the knowledge sharing literature. First, although there are little studies that investigate the relationship between organizational citizenship behaviors (OCB) and KS, a few of them examine the effects of OCB’s sub-constructs on KS behavior. Second, this is one of the first studies that examined the moderating role of workgroup emotional climate regarding knowledge sharing. Finally, examining the effect of OCB’s sub-constructs on KS in an Iranian public sector would contribute to the literature by broadening the examination of the constructs in a different context.

The moderating role of 360-degree appraisal between engagement and innovative behaviors

2019 ◽  
Vol 69 (2) ◽  
pp. 361-381 ◽  
Author(s):  
Silva Karkoulian ◽  
Jordan Srour ◽  
Leila Canaan Messarra
Keyword(s):  
Resource Use ◽  
Latent Variables ◽  
Structural Equation ◽  
Idea Generation ◽  
Financial Resource ◽  
Work Behavior ◽  
Equation Modeling ◽  
Content Type ◽  
The Relationship ◽  
Innovative Behaviors

Purpose Engaged employees are a critical asset in any business. This is largely because engaged employees tend to proffer innovative solutions to complex problems in the workplace. The purpose of this paper is to examine the relationship between engagement and innovation as moderated by the use of 360-degree evaluation. Design/methodology/approach A survey targeting employees in Lebanon solicited their perceptions of 360-degree evaluation, engagement and innovative behaviors along with a statement as to whether their firm used 360-degree evaluations or not. Structural equation modeling (SEM) was used to test the moderating effect of 360-degree evaluations on the latent variables of engagement and three facets of innovation. Findings SEM results show that 360-degree evaluations serve to enhance engaged employees’ innovative work behavior. However, ideation (creation and implementation) behaviors are more strongly influenced by the presence of 360-degree evaluation as compared to their “tangible” counterpart (technology and financial resource use). Research limitations/implications Respondents selected for this research were randomly sampled employees in Lebanon. A stronger study strategy would be to study paired departments within organizations – one implementing 360-degree evaluation and another not implementing it. Practical implications Managers, seeking to engender and strengthen innovative behaviors in engaged employees, should utilize 360-degree evaluation processes. Furthermore, the 360-degree evaluations should be designed to probe both tangible (technology and financial resource use) and intangible (idea generation and implementation) facets of innovation. Originality/value This study yields a deeper understanding of the relationship between engagement and innovative behaviors in the workplace along with managerial insights into the design and use of 360-degree evaluation.

A mediating and moderating role on employee performance appraisal

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Adie Irwan Kusumah ◽  
Haryadi ◽  
Adi Indrayanto ◽  
Iwan Setiawan
Keyword(s):  
Transformational Leadership ◽  
Intrinsic Motivation ◽  
Self Efficacy ◽  
Structural Equation ◽  
Employee Performance ◽  
Equation Modeling ◽  
Future Research ◽  
Content Type ◽  
The Relationship ◽  
Moderating Role

Purpose This study aims to determine the relationship between transformational leadership, self-efficacy, gender, intrinsic motivation and employee performance in mediating and moderating roles. Design/methodology/approach Respondents in this study were 531 hotel employees (human resources development staff, financial, relationship) in Yogyakarta who were led by women. Structural equation modeling was used to test the hypotheses using AMOS 22.0. Findings The results show that transformational leadership has a positive and significant effect on employee performance, self-efficacy acts as a mediating variable on the relationship between transformational leadership and employee performance. The results also indicate that gender acts as a moderating variable by strengthening the relationship between transformational leadership and employee performance and intrinsic motivation acts as a moderating variable by strengthening the relationship between self-efficacy and employee performance. Research limitations/implications This study has two limitations. First, the research results cannot conclude the company in general because the sampling of this study is limited to the hotel business which is led by women only. Future research is needed to explore more deeply to compare the performance of employees in companies led by women and those led by men. Second, this study uses only one independent variable. Future research needs to be done to explore the effect of other variables on company performance, such as work culture, work environment and job satisfaction. Practical implications The main managerial contribution of this study is directed to companies that are interested in developing employee performance. First, self-efficacy is able to mediate transformational leadership in achieving employee performance. Besides this research offers a clear strategy for companies to stimulate their employees to strengthen leadership individually so as to improve the quality of their work. Thus, companies can carry out leadership training that is focused on being able to recognize employees who have low self-efficacy. If this is done, the company can reduce expenses that are not small but can make a significant contribution. Originality/value To the best of the authors’ knowledge, this study is the first to examine the mediating and moderating role of transformational leadership, employee performance, self-efficacy, gender and intrinsic motivation, especially in a hotel business led by women in Yogyakarta, Indonesia.

Entrepreneurial alertness and self-perceived employability: a virtuous marriage for career development

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Vincenzo Cavaliere ◽  
Sara Sassetti ◽  
Sara Lombardi
Keyword(s):  
Structural Equation ◽  
Design Methodology ◽  
Three Dimensions ◽  
Equation Modeling ◽  
Content Type ◽  
Entrepreneurial Alertness ◽  
Entrepreneurial Attitudes ◽  
Perceived Employability ◽  
The Relationship ◽  
Sequential Relationship

PurposeBuilding on the importance of students becoming entrepreneurs of their own career, this research aimed to achieve two main objectives: to empirically test the sequential relationship between the three dimensions of entrepreneurial alertness as proposed by Tang et al. (2012) and to link such dimensions to self-perceived employability.Design/methodology/approachA web survey data were obtained among a sample of 404 universities students. The test of the theoretical framework was performed by running a structural equation modeling (SEM).FindingsThe results show that the three entrepreneurial alertness components are sequentially related. Moreover, the results demonstrated that among the examined dimensions, only evaluation and judgment had a direct effect on self-perceived employability, with the remaining dimensions having an indirect influence.Originality/valueThere has been rarely any previous empirical attempt at investigating a framework that consider the relationship between entrepreneurial attitudes, such as alertness, on employability. The investigation of the entrepreneurial attitudes as antecedents of employability is particularly vital to graduates who will soon enter the labor market as “entrepreneurs of their own career”.

Relationships between status judgments, identification, and counterproductive behavior

2014 ◽  
Vol 29 (5) ◽  
pp. 472-489 ◽  
Author(s):  
Amer Ali Al-Atwi ◽  
Ali Bakir
Keyword(s):  
Organizational Behavior ◽  
Structural Equation ◽  
Longitudinal Research ◽  
Work Group ◽  
Group Identification ◽  
Social Identification ◽  
Work Behavior ◽  
Equation Modeling ◽  
Content Type ◽  
The Relationship

Purpose – The purpose of this paper is to investigate the relationships among perceived external prestige (PEP), perceived internal respect (PIR), organizational and work-group identification (OID and WID), and counterproductive work behavior (CWB). Design/methodology/approach – Data were gathered from a cement firm's employees, using longitudinal research. Descriptive statistics, confirmatory factor analysis and structural equation modeling were employed. Findings – PEP and top management respect were positively related to organizational identification (OID), and the latter negatively related to organizational deviance; perceived co-workers and supervisor respect was positively related to WID, and the latter negatively related to interpersonal deviance; and identification foci mediated the relationship between status judgments and CWB. Research limitations/implications – The sample was based on one organization, limiting the results’ generalizability, and interactive relationships between WID and OID were not considered. The findings’ implications suggest that organizations need specific strategies for reducing deviant organizational behavior and deviant interpersonal behavior, and for fostering identification of their members. Originality/value – The study shows that employees’ evaluations of prestige and respect are important predictors of their identification with their organization and work group. It is the first study to investigate the relationship between social identification foci and deviant work behaviors as a negative outcome of identification. It developed a new scale to assess employees’ perception of internal respect; it supports operationalizing PIR as a multifoci construct. It has also answered the call for longitudinal research as opposed to cross-sectional research.

Fairness, teachers' non‐task behavior and alumni satisfaction

2008 ◽  
Vol 46 (4) ◽  
pp. 514-538 ◽  
Author(s):  
Pablo Zoghbi Manrique de Lara
Keyword(s):  
Organizational Citizenship Behavior ◽  
Structural Equation ◽  
Interactional Justice ◽  
Teaching Quality ◽  
Equation Modeling ◽  
Perceived Fairness ◽  
Content Type ◽  
Task Behavior ◽  
Teaching Satisfaction ◽  
The Relationship

PurposeThe purpose of this study is to examine the relationship between interactional justice, as a type of organizational justice that reflects the teachers' perceived fairness of supervisor treatment, and their non‐task behavior in terms of organizational citizenship behavior (OCB) and deviant workplace behavior (DWB).Design/methodology/approachData were collected from 270 teachers (by e‐mail) and 22,599 students (by personal distribution) at a Spanish public university. Structural Equation Modeling (SEM) was used for testing mediation and multiple regression for analyzing the non‐task and teaching satisfaction association.FindingsResults show that justice is an antecedent of group commitment that fully mediates the relationship between justice and non‐task behavior except DWB‐Colleagues. Results also reveal an association between non‐task behavior, except DWB‐Organization and DWB‐Colleagues, and teaching satisfaction.Research limitations/implicationsThe researched teachers' job conditions are inherent to the peculiarities of the public sector that may limit the ability to extrapolate the findings in the private sector. The findings provide a more understandable mechanism of the influence of the supervisor's justice on non‐task behavior and, in turn, on teaching satisfaction.Practical implicationsThese findings contribute to a better understanding of the ways in which universities can control non‐task behavior and provide lines to design a more efficient department management strategy. The emotional and fair proximity of the supervisor, eliciting the group teachers' sense of affective commitment, appears as an effective quality strategy for universities.Originality/valueThe study of the joint interaction of justice and group commitment variables against DWB and in favor of OCB, and its consequent effect on teaching quality, is unprecedented in higher education.

Authentic leadership and employee performance: mediating role of organizational commitment

2019 ◽  
Vol 40 (5) ◽  
pp. 548-560 ◽  
Author(s):  
Ali Hadian Nasab ◽  
Leila Afshari
Keyword(s):  
Organizational Commitment ◽  
Structural Equation ◽  
Authentic Leadership ◽  
Employee Performance ◽  
Equation Modeling ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship ◽  
Theoretical Foundations

Purpose The purpose of this paper is to investigate the effect of authentic leadership (AL) on employee performance (EP) and to examine the mediating role of organizational commitment (OC). Design/methodology/approach Data were obtained from all employees (216) of tourism agencies in Guilan province (Iran) using a 19-item survey. In total, 173 questionnaires were returned, yielding a response rate of 80 percent. A mediation model was outlined and tested using structural equation modeling. Findings The results showed that AL had a significant effect on EP and OC. The findings further demonstrated the significance of the relationship between OC and EP confirming the mediating role of OC. Practical implications This study suggests that managers can promote OC and consequently EP by adopting an AL style. In addition, the managerial and theoretical foundations generated by this study can be considered a solution for improving EP. Originality/value This study contributes to the EP literature by providing a plausible explanation of the mediating role of OC in connecting AL to EP.

Productivity or illusion? Assessing employees' behavior in an employability paradox

2020 ◽  
Vol 42 (6) ◽  
pp. 1271-1289 ◽  
Author(s):  
Hassan Imam ◽  
Maria José Chambel
Keyword(s):  
Organizational Citizenship Behavior ◽  
Structural Equation ◽  
Partial Least Square ◽  
Least Square ◽  
Dark Side ◽  
Equation Modeling ◽  
Data Set ◽  
Content Type ◽  
Perceived Employability ◽  
Employee Relationship

PurposeEmployability has been studied in different disciplines (e.g. occupational health and career) and has been seen as a personal resource with overall positive outcomes. The present research investigates the behavioral implications of (perceived) employability and responds to the recent call of research that perceived employability could have not only positive but also negative behavioral implications. Furthermore, this study aims to reduce the asymmetry of data set and replication of existing results in non-Western economies.Design/methodology/approachMultinationals were taken as context to test the hypotheses, and a sample of 230 white-collar employees was drawn from fast-moving consumer goods companies. Partial least square–structural equation modeling through SmartPLS was used to analyze the data.FindingsIn light of social exchange theory, the present research identified the dark side of employability, which may impair the employer–employee relationship. Perceived employability did not relate significantly with in-role performance, nor did it correlate with organizational citizenship behavior, that is, a discretionary behavior promotes the efficient and effective functioning. However, perceived employability had a positive significant relationship with OCBI, that is, helping supervisors and coworkers with heavy workloads, as well as with counterproductive behaviors.Practical implicationsEmployable workers have always been considered key players and an asset for organizations due to their high productivity skills. A balanced employer–employee relationship creates a mutual win; therefore, a carefully drafted human resources policy may help organizations to fulfill the needs of employable workers and reap optimal benefits in terms of productivity. Behavioral training to supervisors/managers may help to assertively deal with employees' negative behavior without further escalation.Originality/valueThe present study suggests a paradoxical perspective in employability – a behavior debate, which is in an initial phase where it is difficult to determine whether employable workers are productive to the organizations or not.

Does leader-member exchange enhance performance in the hospitality industry?

2016 ◽  
Vol 28 (5) ◽  
pp. 969-987 ◽  
Author(s):  
Chung-Jen Wang
Keyword(s):  
Structural Equation ◽  
Hospitality Industry ◽  
Employee Performance ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Content Type ◽  
Task Motivation ◽  
Member Exchange ◽  
And Performance ◽  
The Relationship

Purpose This paper aims to integrate leader–member exchange (LMX), creativity and performance research and to develop a model to investigate the relationships among LMX, task motivation, creativity and performance in the hospitality industry. Design/methodology/approach Structural equation modeling (SEM) with bootstrap estimation was conducted with a sample of 312 leader–employee dyadic data from international tourist hotels in Taiwan. Findings The results revealed that LMX positively affected performance and creativity. Most important of all, task motivation was found to mediate the relationship between LMX and creativity, while both task motivation and creativity were found to mediate the relationship between LMX and performance. Research limitations/implications With efforts to combine research variables into a unified theoretical model, this study is the first in the field of hospitality research which explores the two-path mediating effects of these relationships in an integrated SEM framework. More specifically, this study provides a synthesized perspective with bootstrap analyses to broaden hotel research with regard to LMX and examine its influences on employees’ creativity and performance. Practical implications The results of this study suggest that human resource departments in hotel companies should provide training programs for supervisors and employees to enhance their reciprocal relationships, and establish reward mechanisms to encourage the development of more creative services at work. Originality/value This study added to the literature with its use of a non-Western sample, and extended the prior research in the context of the hospitality industry. Overall, the conclusions provide empirical evidence in an integrated model that task motivation can strengthen the influence of LMX on creativity and can also nourish the influence of creativity on employee performance.

Predicting employee performance through organizational virtuousness

2018 ◽  
Vol 37 (6) ◽  
pp. 493-502 ◽  
Author(s):  
Ishfaq Ahmed ◽  
Wasim-ul Rehman ◽  
Fouzia Ali ◽  
Ghulam Ali ◽  
Farooq Anwar
Keyword(s):  
Structural Equation ◽  
Employee Performance ◽  
Well Being ◽  
Equation Modeling ◽  
Explanatory Role ◽  
Content Type ◽  
Explanatory Mechanism ◽  
Relationship Of ◽  
The Relationship

Purpose The purpose of this paper is to value the role of organizational virtuousness in predicting employee performance through mediation of affective well-being and work engagement. Design/methodology/approach Data were collected through questionnaires from 487 banking employees from 60 branches of ten banks. Findings Analysis through structural equation modeling proves that virtuousness positively predicts employees’ well-being and engagement, which in turn influence their performance. Furthermore, both well-being and engagement proved to be partial mediation in the relation, where well-being had stronger explanatory role. Originality/value This study offers novel explanatory mechanism in the relationship of employee performance and organizational virtuousness, where in past studies such mediation mechanism has not received due attention.

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