A Meta-Analysis of Gender Proportionality Effects on Job Performance

2017 ◽  
Vol 44 (3) ◽  
pp. 578-610 ◽  
Author(s):  
Jeremy D. Mackey ◽  
Philip L. Roth ◽  
Chad H. Van Iddekinge ◽  
Lynn A. McFarland
Keyword(s):  
Job Performance ◽  
Empirical Evidence ◽  
Task Performance ◽  
Organizational Citizenship ◽  
Meta Analysis ◽  
Critical Mass ◽  
Organizational Citizenship Behaviors ◽  
Citizenship Behaviors ◽  
Critical Mass Theory ◽  
Supervisory Ratings

Critical mass theory and the tokenism hypothesis propose that females’ job performance is adversely affected by perceptions and experiences that stem from females comprising a smaller proportion of organizations than males. Although belief in the gender token effect appears to be widely held, empirical evidence of this effect is relatively scarce; furthermore, the evidence that does exist is somewhat inconsistent. The purpose of the present study was to provide a meta-analytic test of the gender token effect by examining the extent to which the proportion of females in organizations relates to male–female differences in job performance. Meta-analytic results based on data from 158 independent studies ( N = 101,071) reveal that (a) females tend to demonstrate higher job performance than males ( d = −.10), and (b) this difference does not appear to vary based on the proportion of females in organizations. We found similar results for subjective task performance (e.g., supervisory ratings), organizational citizenship behaviors, and objective task performance (e.g., sales). Overall, this study’s results demonstrate almost no support for the gender token effect on job performance, which challenges the prevailing assumptions of critical mass theory and the tokenism hypothesis.

scholarly journals Hubungan Antara Perilaku Kewargaan Organisasional Dan Kinerja Tugas

2011 ◽  
Vol 4 (1) ◽  
Author(s):  
D. Wahyu Ariani
Keyword(s):  
Task Performance ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Positive Relationship ◽  
Response Rate ◽  
Organizational Citizenship Behaviors ◽  
Citizenship Behavior ◽  
Citizenship Behaviors ◽  
Analysis Techniques ◽  
And Task

The main purpose of this study is to find out relationship between organizational citizenship behavior and task performance in banking industries in Indonesia. Organizational citizenship behavior is composed of four components: altruism, civic virtue, and sportsmanship. To analyzed results mean, standard deviation, and correlation analysis techniques are used. 636 questionnaires were received and response rate 95 percent. Results prove that organizational citizenship behaviors do not have positive relationship with task performance.

scholarly journals Physiotherapist’ job performance, impression management and organizational citizenship behaviors: An analysis of hierarchical linear modeling

PLoS ONE ◽  
2021 ◽  
Vol 16 (5) ◽  
pp. e0251843
Author(s):  
Fu-I Hou ◽  
Yu-Lung Wu ◽  
Min-Hui Li ◽  
Wan-Yun Huang
Keyword(s):  
Job Performance ◽  
Impression Management ◽  
Organizational Citizenship ◽  
Hierarchical Linear Modeling ◽  
Organizational Citizenship Behavior ◽  
Organizational Citizenship Behaviors ◽  
Citizenship Behavior ◽  
Citizenship Behaviors ◽  
Linear Modeling ◽  
Individual Level

Studies on physiotherapists are generally focused on clinical professionalism, with very few examining job performance from a management standpoint. To address this gap, this study sought to investigate the relationship between impression management and organizational citizenship behavior and job performance. This study targeted medical institutions offering rehabilitation and physiotherapy services and conducted a questionnaire survey based on scales developed by domestic and foreign scholars. A total of 600 questionnaires were distributed and 523 valid ones collected. The data was tested and verified using regression analysis and hierarchical linear modeling (HLM). In the survey, the Impression Management Scale, Organizational Citizenship Behavior Scale, and Job Performance Scale indicated that at the individual level, the impression management of physiotherapists is significantly related to their organizational citizenship behaviors and job performance. The organizational citizenship behaviors were also found to have a mediating effect between impression management and job performance. At the group level, impression management had a conditioning effect on organizational citizenship behaviors and job performance. In terms of statistical methods, group-level variables act as moderators, which affects the power of individual-level explanatory variables on outcome variables, i.e., the influence of the slope. The job behaviors of physiotherapists entail direct service and their performance is closely related to organizational development. Impression management gives people certain purposes and behaviors while organizational citizenship behaviors are a type of non-self-seeking, selfless dedication behaviors. Therefore, the motivation of physiotherapists who demonstrate organizational citizenship behaviors should be further explored.

Transformational leadership, trust, and follower outcomes: a moderated mediation model

2019 ◽  
Vol 42 (3) ◽  
pp. 370-390 ◽  
Author(s):  
Ali Ender Altunoğlu ◽  
Faruk Şahin ◽  
Sümeyra Babacan
Keyword(s):  
Transformational Leadership ◽  
Task Performance ◽  
Organizational Citizenship ◽  
Leadership Behaviors ◽  
Moderated Mediation ◽  
Organizational Citizenship Behaviors ◽  
Citizenship Behaviors ◽  
Content Type ◽  
Affective Trust ◽  
Positive Effects

PurposeThe purpose of this study is to examine the influences of transformational leadership behaviors on followers’ task performance and organizational citizenship behaviors, the potential mediating role of affective trust and moderating effect of follower tenure with leader in these relationships.Design/methodology/approachThe authors collected survey data from 197 employees from various organizations in Turkey, operating in several sectors. To test the relationships among study variables, the authors followed the moderated mediation procedure suggested by Hayes (2013).FindingsThe findings indicated that transformational leadership behaviors have significant positive effects on both followers’ task performance and organizational citizenship behaviors. Furthermore, mediational analyses showed that affective trust mediated the relationship between transformational leadership behaviors and followers’ task performance. Moreover, the moderation analysis shows that the effect of transformational leadership behaviors on affective trust depended on leader–follower dyadic tenure, with the effect of transformational leadership behaviors being greater at high level of leader–follower dyadic tenure.Research limitations/implicationsThis study provides evidence of the positive relationship of transformational leadership behaviors with followers’ affective trust at work and task performance. Such knowledge suggests that improving leaders’ skills and capabilities in terms of transformational leadership through training might lead organizations to work more effectively.Originality/valueThis study contributes to the existing literature by showing the importance of affective trust, explaining why transformational leaders can motivate and influence followers to achieve a higher performance. In addition, this research provides knowledge about transformational leadership effectiveness in developing countries, mainly in Turkey.

Toward a More PERMA(nent) Conceptualization of Worker Well-Being?

2021 ◽  
Author(s):  
William P. Jimenez ◽  
Xiaoxiao Hu ◽  
Rebecca Garden ◽  
Xiaofei Xie
Keyword(s):  
Job Performance ◽  
Task Performance ◽  
Performance Measures ◽  
Organizational Citizenship ◽  
Positive Emotions ◽  
General Pattern ◽  
Well Being ◽  
The United States ◽  
Citizenship Behaviors ◽  
Weak Invariance

Abstract. We examined the factor structure of the recently developed worker well-being measure Workplace PERMA Profiler and relationships between PERMA dimensions (i.e., positive emotions, engagement, positive relationships, meaning, accomplishment) and job performance (viz., task performance, organizational citizenship behaviors benefiting individuals and the organization at large). The measure exhibited metric (i.e., weak) invariance across samples of participants from the United States ( N = 284) and China ( N = 420). Additionally, for participants who responded to both the Workplace PERMA Profiler and the performance measures, there was a general pattern of positive PERMA–performance relationships across both samples ( NUS = 147; NChina = 202). Overall, the Workplace PERMA Profiler may have problematic psychometric properties and item wordings and thus would benefit from further refinement.

Person–Organization Fit and Friendship From Coworkers: Effects on Feeling Self-Verified and Employee Outcomes

2017 ◽  
Vol 44 (4) ◽  
pp. 777-806 ◽  
Author(s):  
Tae-Yeol Kim ◽  
Xiaowan Lin ◽  
Sang-Pyo Kim
Keyword(s):  
Job Performance ◽  
Organizational Citizenship ◽  
Positive Relationship ◽  
Organizational Citizenship Behaviors ◽  
Work Behaviors ◽  
Citizenship Behaviors ◽  
Employee Outcomes ◽  
Person Organization Fit ◽  
The Relationship ◽  
Positive Work

This study examined how person–organization fit and friendship from coworkers combine to affect people’s self-verification, and how self-verification ultimately relates to employee outcomes (job performance and organizational citizenship behaviors). Based on a sample of 117 employee–supervisor pairs, multilevel analyses revealed a positive relationship between employees’ perceptions of person–organization fit and self-verification, and also showed that the relationship was facilitated by friendship from coworkers. Specifically, person–organization fit and self-verification perceptions were positively related when friendship from coworkers was high, but nonsignificant when friendship from coworkers was low. In addition, employees’ self-verification perceptions were positively and significantly associated with job performance and organizational citizenship behaviors. Our research suggests that enhancing person–organization fit and promoting friendship from coworkers in the workplace organizations can satisfy the basic human impulse to feel self-verified, and thus enhance employees’ positive work behaviors.

Employee Work Performance Mediates Empowering Leader Behavior and Employee Voice

2018 ◽  
Vol 46 (12) ◽  
pp. 1997-2008 ◽  
Author(s):  
Sihong Huang ◽  
Juan Shu ◽  
Chunlin Liu
Keyword(s):  
Task Performance ◽  
Work Stress ◽  
Organizational Citizenship ◽  
Indirect Effects ◽  
Work Performance ◽  
Leader Behavior ◽  
Organizational Citizenship Behaviors ◽  
Employee Voice ◽  
Citizenship Behaviors ◽  
Prosocial Voice

Drawing on the practical perspective of empowerment, we investigated how empowering leader behavior influences employee voice via in-role (i.e., task performance) and extrarole (i.e., organizational citizenship behaviors toward individuals) performances, and examined the moderating effect of work stress on the empowering leader behavior–employee voice process. Using multiwave data from 996 supervisor–subordinate dyads, we found that empowering leader behavior promoted employee prosocial voice via organizational citizenship behaviors toward individuals, whereas it prohibited employee acquiescent voice and defensive voice via task performance. Further, work stress attenuated empowering leader behavior's indirect effect on prosocial voice via organizational citizenship behaviors toward individuals, whereas it augmented empowering leader behavior's indirect effects on employee acquiescent voice and defensive voice via task performance, respectively.

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