Continuous learning and employee performance: a moderated examination of managers' coaching behavior in India

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sunil Budhiraja
Keyword(s):  
Task Performance ◽  
Organizational Support ◽  
Organizational Context ◽  
Cognitive Theory ◽  
Contextual Performance ◽  
Individual Performance ◽  
Continuous Learning ◽  
Managerial Implication ◽  
Content Type ◽  
Coaching Behavior

PurposeBy integrating organizational support theory (OST) and social cognitive theory, this study investigates types of managers' coaching behavior as experienced by the employees. Furthermore, the study examines whether employees would exhibit greater task and contextual performance when organizational learning is blended with a specific coaching behavior of their manager.Design/methodology/approachUsing primary data from 298 software engineers working in select information technology companies across India, the current study attempts to assess moderating effect of managers' coaching behavior in two relationships, including continuous learning and employees' task performance (CL-TP) and continuous learning and employees' contextual performance (CL-CP).FindingsResult of exploratory factor analysis suggests that managers of select organizations exhibit two major types of coaching behavior: inspiration-based coaching behavior and facilitation-based coaching behavior. On the moderating role of coaching behavior, it is documented that facilitation-based coaching behavior significantly positively moderates both stated (CL-TP and CL-CP) relationships, whereas inspiration-based coaching behavior of supervisors has positive significant effect on CL-TP relationship but negatively moderates the CL-CP relationship.Research limitations/implicationsThe extent to which the findings of this study can be generalized is constrained by the limited sample and organizational context.Practical implicationsThe most important managerial implication for all learning organizations is that both kinds of coaching behaviors help improving the task performance of the employees, but managers should prefer facilitation-based coaching style in order to generate higher contextual performance of employees.Originality/valueThis study contributes to practitioners and existing literature by explaining how individual performance of employees is affected by the investment made by organizations in facilitating continuous learning.

Can continuous learning amplify employees' change-efficacy and contextual performance? Evidence from post-merger Indian organization

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sunil Budhiraja
Keyword(s):  
Mergers And Acquisitions ◽  
Change Management ◽  
Transformative Learning ◽  
Cognitive Theory ◽  
Contextual Performance ◽  
Theory Of Change ◽  
Continuous Learning ◽  
Cross Sectional ◽  
Content Type ◽  
The Relationship

PurposeContinuous learning has been referred to as an integral phenomenon of learning organization. While a range of studies have associated continuous learning with employee performance; understanding of this relationship remains underdeveloped in the context of mergers and acquisitions. The present study investigates the relationship among continuous learning, change-efficacy and contextual performance of employees working with a recently merged bank and further explores the mediating role of employees' change-efficacy in relationship between continuous learning and contextual performance of employees.Design/methodology/approachA research model with underlying hypothesis is proposed by drawing upon the theory of transformative learning, social cognitive theory and theory of change management. Cross-sectional data was collected from bank employees undergoing integration in a post-merger phase.FindingsThe findings of the study suggest that continuous learning influences employees' change-efficacy and change-efficacy significantly mediates the relationship between continuous learning and contextual performance of employees. The empirical association drawn from the variables has been recognized by extant research as a brighter manifestation of learning organizations.Research limitations/implicationsThe research is undertaken in a large Indian bank and the analysis is based on cross-sectional data which may not be generalized across a broader range of sectors and international environment.Practical implicationsThe findings of the study have a potential to help HR practitioners to utilize continuous learning in change management by enhancing contextual performance of employees post-mergers and acquisitions.Originality/valueThe study is one of its kinds in a post-merger setup which captures the outcomes of continuous learning by either confirming or extending the existing theories.

Role of burnout on job level, job satisfaction, and task performance

2017 ◽  
Vol 38 (5) ◽  
pp. 630-645 ◽  
Author(s):  
Won Ho Kim ◽  
Young-An Ra ◽  
Jong Gyu Park ◽  
Bora Kwon
Keyword(s):  
Job Satisfaction ◽  
Task Performance ◽  
Organizational Context ◽  
Content Type ◽  
Job Level ◽  
Mediating Role ◽  
Final Sample ◽  
The Relationship ◽  
And Task

Purpose The purpose of this paper is to examine the mediating role of burnout (i.e. exhaustion, cynicism, professional inefficacy) in the relationship between job level and job satisfaction as well as between job level and task performance. Design/methodology/approach The final sample included 342 Korean workers from selected companies. The authors employed the Hayes (2013) PROCESS tool for analyzing the data. Findings The results showed that all three subscales of burnout (i.e. exhaustion, cynicism, professional inefficacy) mediate the relationship between job level and job satisfaction. However, only two mediators (i.e. cynicism, professional inefficacy) indicated the mediating effects on the association between job level and task performance. Originality/value This research presented the role of burnout on the relationships between job level, job satisfaction, and task performance especially in South Korean organizational context. In addition to role of burnout, findings should prove helpful in improving job satisfaction and task performance. The authors provide implications and limitations of the findings.

The factors influencing CoP activities and their impact on relationship commitment and individual performance

2014 ◽  
Vol 18 (1) ◽  
pp. 75-91 ◽  
Author(s):  
Heeyoung Jang ◽  
Ilsang Ko
Keyword(s):  
Organizational Support ◽  
Perceived Risk ◽  
Structural Equation ◽  
Social Norm ◽  
Individual Performance ◽  
Equation Model ◽  
Relationship Commitment ◽  
Content Type ◽  
Online Activities ◽  
And Performance

Purpose – The objective of this study is to identify the factors that affect CoP activation and performance variables obtainable through CoP activities, and to gain greater insight into their relationships and the mechanisms. In particular, this paper intends to illustrate the role of perceived risk factor for the loss of uniqueness of one's own knowledge in terms of their influence on CoP activities. Design/methodology/approach – In this study, the human behaviours were divided into online and offline CoP activities and adopted affirmative affect and social norm from the Triandis model. In addition, the paper considered perceived expectation, perceived risk, and organization support as independent variables. These would accelerate online and offline activities in the community of practice. The paper considered relationship commitment and individual performance in the context of performance evaluations via CoP activities. A structural equation model was developed with research variables and hypotheses. Findings – As the consequence of the empirical assessment of the variables influencing the on/offline activities of a CoP, social norm, perceived expectation, perceived risk, and organizational support showed significantly influential relationships with online activities, and affirmative affect, perceived expectation, and organizational support evidenced significantly influential relationships with offline activities. However, with regard to online CoP activities, affirmative affect was not shown to be significant. As to offline activities, perceived risk was not shown to be significantly influential, while it was determined to significantly influence online activities in a negative direction. Originality/value – The results of this study demonstrated that on/offline CoP activities were significantly influential in terms both of relationship commitment and individual performance.

Examining how respectful engagement affects task performance and affective organizational commitment

2019 ◽  
Vol 48 (3) ◽  
pp. 644-658 ◽  
Author(s):  
Ameer A. Basit
Keyword(s):  
Organizational Commitment ◽  
Task Performance ◽  
Affective Commitment ◽  
Organizational Context ◽  
Equation Modeling ◽  
Survey Method ◽  
Job Engagement ◽  
Affective Organizational Commitment ◽  
Content Type ◽  
Positive Effects

Purpose The purpose of this paper is to advance research on the newly developed construct of respectful engagement (RE) (Carmeli et al., 2015), which focuses on positive interrelating behaviors characterized by respect in the organizational context. Further, this study aims to examine whether RE was associated with task performance and affective organizational commitment, and whether employee job engagement mediated these relationships. Design/methodology/approach Using the self-reported measures and online survey method, data were collected from 185 employees working in one of the world’s largest hosiery firms located in the eastern part of Punjab, Pakistan. Structural equation modeling and multiple regressions were used to test the proposed conceptual model. Findings RE had significant positive effects on task performance and affective commitment. The effect of RE on affective commitment was stronger than it was on task performance. Moreover, job engagement significantly mediated the effects of RE on task performance and affective commitment. Research limitations/implications This study provides empirical evidence that RE enhances job engagement of employees by improving their levels of effort, enthusiasm and pride and concentration in work roles. Consequently, the enhanced level of job engagement leads employees to demonstrate better task performance and increased affective commitment with the organization. Practical implications Managers can institutionalize RE by applying strategies suggested by (Dutton, 2003) that focus on conveying presence, being genuine, communicating affirmation, effective listening and supportive communication. Training programs around these strategies can help managers to achieve this goal. Furthermore, in their day-to-day performance discussions, managers should follow the above strategies that could open further avenues for RE at the workplace. Managers can also allocate some weight to employees’ RE as part of their performance appraisals. The use of rewards would encourage employees to adopt RE as a norm desired by the organization. Originality/value This study extends research on the new developed construct of RE by focusing on task performance and affective commitment as its key outcomes. Furthermore, this study is the first to introduce job engagement as mediator in the relationship of RE with task performance and affective commitment. Another important aspect of this study is that its model has been tested on the data collected from Pakistan, which is an underrepresented geographical region in the management literature.

The HPWS and AMO: a dynamic study of system- and individual-level effects

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fiona Edgar ◽  
Jing A. Zhang ◽  
Nancy M. Blaker
Keyword(s):  
Task Performance ◽  
Service Sector ◽  
Contextual Performance ◽  
System Level ◽  
Human Resource Research ◽  
Organizational System ◽  
Content Type ◽  
Individual Level ◽  
The Relationship ◽  
And Task

PurposeDrawing on the dynamic model of ability, motivation, opportunity (AMO) for human resource research, this study aims to examine how organizational system-level (i.e. the high-performance work system (HPWS)) and individual-level AMO affect employees' performance. Specifically, this paper proposes that employee task performance is resultant from the integration of system- and individual-level AMO factors with employee contextual performance.Design/methodology/approachA survey design is employed with data collected from 250 employees working in New Zealand's service sector.FindingsThis study finds both organizational system (HPWS) and individual AMO dimensions have positive associations with employees' performance. At the system level, the supportive role played by contextual performance is highlighted with pro-social behaviors fully mediating the relationship between the HPWS and task performance. At the individual level, contextual performance is found to partially mediate the relationship between ability and task performance and fully mediate the relationship between motivation and task performance. Opportunity, on the other hand, is significantly associated with task but not contextual performance.Originality/valueIn acknowledging there are a plurality of factors that impact performance, this study enriches our understanding of AMO's influence in the context of people management.

scholarly journals The application of personality traits model on the freight forwarding service industry

2016 ◽  
Vol 1 (3) ◽  
pp. 231-252 ◽  
Author(s):  
Kuo-Chung Shang ◽  
Ching-Cheng Chao ◽  
Taih-Cherng Lirn
Keyword(s):  
Job Performance ◽  
Personality Traits ◽  
Task Performance ◽  
Psychological Assessment ◽  
Contextual Performance ◽  
Logistics Industry ◽  
Content Type ◽  
Neo Personality Inventory ◽  
Freight Forwarding ◽  
The Relationship

Purpose The purpose of this study aims to investigate the relationship between employees’ personality traits and their job performances (including task performance and contextual performance) of Taiwanese freight forwarders by using responses from a NEO Personality Inventory-Revised Form (NEO-PI-R) questionnaire survey. Design/methodology/approach One of the most popular personality trait model is the five-factor model (FFM), which includes the big five domains, namely, openness, conscientiousness, extraversion, agreeableness and neuroticism (OCEAN). Each of these five domains includes six facets. Previous researchers have used OCEAN factors to describe the relationship between human personality and job performance. NEO Personality Inventory is a professional psychological assessment instrument published by psychological assessment resources. Multivariate analysis technique and regression technique are used to analyze surveyees’ responses. Findings Research results reveal the following four issues. The seniority of employees in a company has a positive relationship with their conscientiousness. Employees with higher score on the facets of the neuroticism domain have a negative correlation with their task performance and contextual performance. The relationship between employees’ openness to experience and job performance (both task performance and contextual performance) is not significant. Employees’ seniority has a positive correlation with both their task performance and contextual performance. In a nutshell, freight forwarding industry in Taiwan can use the facets in the neuroticism domain to screen and recruit appropriate job applicants. In addition, retaining senior employees could increase a forwarder’s task performance and contextual performance by their high degree of conscientiousness. Originality/value FFM model is a psychological theory dealing with the personality traits and human behavior. Freight forwarding is a labor-intensive business and is one of the most important sectors in the logistics industry. According the authors’ knowledge, the application of FFM on the logistics industry is simply not existed.

Transformational leadership, proactive personality and service performance

2020 ◽  
Vol 32 (1) ◽  
pp. 267-287 ◽  
Author(s):  
Chunjiang Yang ◽  
Yashuo Chen ◽  
Xinyuan (Roy) Zhao ◽  
Nan Hua
Keyword(s):  
Transformational Leadership ◽  
Task Performance ◽  
Contextual Performance ◽  
Proactive Personality ◽  
Service Performance ◽  
Equation Modeling ◽  
Research Approach ◽  
Content Type ◽  
Positive Effects ◽  
Organizational Embeddedness

Purpose This paper aims to examine the impacts of transformational leadership and employee proactive personality on service performance, the mediation role of organizational embeddedness and the synergies of transformational leadership and proactive personality within the proposed framework. Design/methodology/approach Data was collected following a time-lagged research approach. The study sample included 218 frontline employees and their supervisors from ten carefully selected five-star hotels in China. Structural equation modeling was employed for the data analysis. Findings Transformational leadership and proactive personality had positive effects on task performance and contextual performance via organizational embeddedness. The interactive influences of transformational leadership and proactive personality on task performance and contextual performance were found significant and negative. Originality/value Transformational leaders and proactive employees have been shown to exert a strong influence on excellent service performance, with organizational embeddedness playing a critical role.

The role of business analytics in the controllers and management accountants’ competence profiles

2019 ◽  
Vol 15 (2) ◽  
pp. 330-356 ◽  
Author(s):  
Thuy Duong Oesterreich ◽  
Frank Teuteberg
Keyword(s):  
Big Data ◽  
Data Analytics ◽  
Organizational Context ◽  
Cognitive Theory ◽  
Structured Data ◽  
Explanatory Model ◽  
Business Analytics ◽  
Skills Gap ◽  
Content Type

PurposeIn recent years, the rise of big data has led to an obvious shift in the competence profile expected from the controller and management accountant (MA). Among others, business analytics competences and information technology skills are considered a “must have” capability for the controlling and MA profession. As it still remains unclear if these requirements can be fulfilled by today’s employees, the purpose of this study is to examine the supply of business analytics competences in the current competence profiles of controlling professionals in an attempt to answer the question whether or not a skills gap exists.Design/methodology/approachBased on a set of 2,331 member profiles of German controlling professionals extracted from the business social network XING, a text analytics approach is conducted to discover patterns out of the semi-structured data. In doing so, the second purpose of this study is to encourage researchers and practitioners to integrate and advance big data analytics as a method of inquiry into their research process.FindingsApart from the mediating role of gender, company size and other variables, the results indicate that the current competence profiles of the controller do not comply with the recent requirements towards business analytics competences. However, the answer to the question whether a skills gap exist must be made cautiously by taking into account the specific organizational context such as level of IT adoption or the degree of job specialization.Research limitations/implicationsGuided by the resource-based view of the firm, organizational theory and social cognitive theory, an explanatory model is developed that helps to explain the apparent skills gap, and thus, to enhance the understanding towards the rationales behind the observed findings. One major limitation to be mentioned is that the data sample integrated into this study is restricted to member profiles of German controlling professionals from foremost large companies.Originality/valueThe insights provided in this study extend the ongoing debate in accounting literature and business media on the skills changes of the controlling and MA profession in the big data era. The originality of this study lies in its explicit attempt to integrate recent advances in data analytics to explore the self-reported competence supplies of controlling professionals based on a comprehensive set of semi-structured data. A theoretically founded explanatory model is proposed that integrates empirically validated findings from extant research across various disciplines.

Preliminary development and validation of the perceived strengths-based human resource system scale

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
He Ding ◽  
Enhai Yu ◽  
Shenghua Xu
Keyword(s):  
Task Performance ◽  
Human Resource ◽  
Organizational Support ◽  
Discriminant Validity ◽  
Employee Performance ◽  
Equation Modeling ◽  
Innovative Behavior ◽  
Content Type ◽  
Work System ◽  
Current Article

PurposeThe purpose of the current article was to propose the strengths-based human resource (HR) system construct as well as develop and validate the perceived strengths-based HR system scale by using three independent studies.Design/methodology/approachStudy 1 mainly adopted exploratory factor analysis to test whether fifteen items proposed by the authors can represent the perceived strengths-based HR system construct. The aim of Study 2 was to examine the discriminant validity and criteria validity of the fifteen-item perceived strengths-based HR system scale and reliability of this scale. By structural equation modeling analysis, Study 3 primarily tested the incremental predictive validity of the perceived strengths-based HR system for employee performance (i.e. task performance and innovative behavior) after controlling for the perceived high-performance work system (HPWS) and perceived high-commitment work system (HCWS).FindingsStudy 1 showed that initial fifteen items of the perceived strengths-based HR system appropriately are loaded on one factor and exhibit a good reliability. Study 2 found that there is good discriminant validity between the perceived strengths-based HR system, perceived organizational support, perceived supervisory career support, and work engagement, and the perceived strengths-based HR system exhibits better convergent validity and criteria validity. Study 3 demonstrated that the perceived strengths-based HR system could significantly predict employee performance (i.e. task performance and innovative behavior) even after controlling for perceived HPWS and HCWS.Originality/valueThe current article contributes to advancing HR theory and research and provides a valuable tool for future empirical research on the strengths-based HR system.

Predicting Employee Performance

2020 ◽  
pp. 281-305 ◽  
Author(s):  
Ramona Diana Leon ◽  
Ramona Ioana Tănăsescu ◽  
Carmen Elena Tănăsescu
Keyword(s):  
Organizational Performance ◽  
Task Performance ◽  
Generation X ◽  
Employee Performance ◽  
Banking System ◽  
Contextual Performance ◽  
Individual Performance ◽  
Convenience Sample ◽  
Counterproductive Behavior ◽  
The Impact

The research aims to perform an intergenerational analysis regarding the impact of counterproductive behavior and contextual performance on employees' task performance. The analysis is performed on a convenience sample of 165 employees from three different generations who work in the banking system. The results show that (1) 33.50% of task performance variance is determined by the variance of contextual individual performance and counterproductive behavior, (2) 13% of the variance of contextual individual performance can be explained by the variance in counterproductive behavior, (3) 33.70% of the variance of contextual organizational performance can be explained by the variance of task performance and counterproductive behavior. In addition, significant differences appear regarding the influence of (1) the counterproductive behavior on the contextual performance (Generation X vs. Y), (2) the contextual individual performance on task performance (Generation X vs. Z), and (3) the counterproductive behavior on the contextual individual performance (Generation Y vs. Z).

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