Study of leadership and job performance in the ubiquitous era college of middle managers

2012 ◽  
Vol 13 (3) ◽  
pp. 159-182
Author(s):  
장영명 ◽  
Sooduck Chang
Keyword(s):  
Job Performance ◽  
Middle Managers

Re-imagining the Future of Happiness at the Workplace

2020 ◽  
Vol 13 (4) ◽  
pp. 487-494
Author(s):  
Anuradha
Keyword(s):  
Artificial Intelligence ◽  
Life Satisfaction ◽  
Job Performance ◽  
Middle Managers ◽  
Well Being ◽  
Intimate Relationship ◽  
Vital Role ◽  
Policy Changes ◽  
Hrm Practices ◽  
The Future

The future of work is likely to usher in dramatic changes in the form and substance of the employment contract. Technology, artificial intelligence, automation, policy changes and evolving labour market are few factors playing a vital role in workplace transformation. It is important that organisations emphasise civility in engaging with employees in the workplace to enable them to feel happy as happier people are more productive. In order to shape a happy workforce in the future, leaders, particularly, middle managers need to reinforce the spirit of well-being-oriented human resource management (HRM) practices. Organisations need to engage with employees outside the domain of work as well, as life satisfaction constitutes an important factor in determining job performance. Finally, in order to structure a happy workforce in the future, employers need to recognise that business and ethics have an intimate relationship with each other and cannot be seen as separable.

scholarly journals Influence of Physical Engagement on Job Performance among Employees in the Civil Service: A Case of Kakamega Regional Head Quarters in Kenya

2018 ◽  
Vol 6 (5) ◽  
Author(s):  
Eshiteti Stephen Nyikuli ◽  
Roselyne Makhanu ◽  
Dr. Clive Mukanzi
Keyword(s):  
Job Performance ◽  
Random Sampling ◽  
Middle Managers ◽  
Civil Service ◽  
Simple Random Sampling ◽  
Sampling Techniques ◽  
Regression Analyses ◽  
Service Employees ◽  
Regional Headquarters ◽  
Civil Service Employees

The purpose of this study was to investigate the influence of physical engagement on Job Performance among employees in the civil service at Kakamega regional Headquarters, Kenya. A target sample of 258 respondents drawn from a sampling comprising top, supervisory, and lower cadre employees was obtained using stratified and simple random sampling techniques. From the top management, a census was used to obtain all the 30 respondents. From the supervisory and lower cadre employees’ strata, a proportionate allocation was used to select a 61 middle managers and 167 lower cadre employees (representative sample from each) and the data collected by use of questionnaires. Data was analysed using descriptive, correlation and multiple linear regression analyses. Findings of the study indicated that the civil service employees at Kakamega regional Headquarters experience high physical engagement from their superiors. As a results, it was found that their job performance had increased considerably. Further, the study also revealed a strong positive and significant correlation between physical engagement and job performance. These findings suggest that the civil service employees value the physical engagement that they receive from their workplaces which then leads to increased job performance. Therefore, the study recommends that more emphasis should be placed in ensuring the civil servants at Kakamega regional headquarters continue to be more physically engaged for enhanced job performance.

scholarly journals Transactional Leadership and Job Performance: An Empirical Investigation

2015 ◽  
Vol 2 (2) ◽  
pp. 74 ◽  
Author(s):  
Syed Mir Muhammad Shah ◽  
Kamal Bin Ab. Hamid
Keyword(s):  
Job Performance ◽  
Transactional Leadership ◽  
Significant Relationship ◽  
Middle Managers ◽  
Empirical Investigation ◽  
Survey Method ◽  
Future Research ◽  
The Relationship

Present study investigates the relationship between transactional leadership and job performance in the six large banks of Pakistan. The survey method was used to collect data from the middle managers of six large banks of Pakistan. The data was analyzed and reported using Smart-PLS and its standard reporting style. The findings of the study reveal that transactional leadership has significant relationship with job performance. The last part of the paper presents insights on future research.

scholarly journals The link between networking behaviours and work outcomes: the role of political skills

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Saroja Kumari Wanigasekara ◽  
Muhammad Ali ◽  
Erica French
Keyword(s):  
Job Performance ◽  
Middle Managers ◽  
Time Lag ◽  
Work Outcomes ◽  
Mixed Method Research ◽  
Human Resource Managers ◽  
Content Type ◽  
Job Commitment ◽  
Political Skills ◽  
External Networking

PurposeNetworking behaviours are important for a range of work outcomes. Little empirical evidence of how internal vs external networking behaviours influence job commitment and job performance exists and whether political skills moderate these relationships. Using theories of social capital and personal initiative, this study examines the effect of internal and external networking behaviours on job commitment and job performance in the context of political skills.Design/methodology/approachBased on a sequential mixed-method research design with a four-month time lag, Study 1 data on networking behaviours, political skills and work outcomes were collected via a survey of middle managers and their supervisors from ten private sector organisations operating in Sri Lanka. Study 2 data were collected via interviews of a set of middle managers and their supervisors.FindingsStudy 1 findings indicate a positive relationship between internal networking behaviours and both job commitment and job performance. The authors also found a moderating effect of political skills on internal networking behaviours and job commitment. Study 2 findings explained, strengthened and extended results of Study 1.Practical implicationsMiddle managers can use these research findings to understand how internal networking behaviours improve their job commitment and job performance. These managers can use their political skills and internal networking behaviours to improve their job commitment. They can also advance their career through improved job commitment and job performance. Senior managers and human resource managers should facilitate and encourage internal networking behaviours. Training and development managers should develop middle managers' networking behaviours and political skills.Originality/valueThis study provides pioneering evidence of how internal networking behaviours impact middle managers' job performance and job commitment, and how internal networking behaviours improve job commitment for middle managers with high political skills.

Clinical Update: Functional Capacity Evaluations—An Update

1999 ◽  
Vol 4 (5) ◽  
pp. 4-7 ◽  
Author(s):  
Laura Welch
Keyword(s):  
Job Performance ◽  
Functional Capacity ◽  
Injury Risk ◽  
Disability Evaluation ◽  
Time Period ◽  
Submaximal Effort ◽  
Lack Of Sleep ◽  
Overall Performance ◽  
Time Required ◽  
Specific Limitation

Abstract Functional capacity evaluations (FCEs) have become an important component of disability evaluation during the past 10 years to assess an individual's ability to perform the essential or specific functions of a job, both preplacement and during rehabilitation. Evaluating both job performance and physical ability is a complex assessment, and some practitioners are not yet certain that an FCE can achieve these goals. An FCE is useful only if it predicts job performance, and factors that should be assessed include overall performance; consistency of performance across similar areas of the FCE; consistency between observed behaviors during the FCE and limitations or abilities reported by the worker; objective changes (eg, blood pressure and pulse) that are appropriate relative to performance; external factors (illness, lack of sleep, or medication); and a coefficient of variation that can be measured and assessed. FCEs can identify specific movement patterns or weaknesses; measure improvement during rehabilitation; identify a specific limitation that is amenable to accommodation; and identify a worker who appears to be providing a submaximal effort. FCEs are less reliable at predicting injury risk; they cannot tell us much about endurance over a time period longer than the time required for the FCE; and the FCE may measure simple muscular functions when the job requires more complex ones.

Daily Fluctuations in Work Engagement

2014 ◽  
Vol 19 (4) ◽  
pp. 227-236 ◽  
Author(s):  
Arnold B. Bakker
Keyword(s):  
Job Performance ◽  
Work Engagement ◽  
Research Evidence ◽  
Organizational Outcomes ◽  
Reciprocal Relationship ◽  
Proactive Behavior ◽  
Negative Events ◽  
Daily Work ◽  
Work Pressure ◽  
Diary Research

This article presents an overview of the literature on daily fluctuations in work engagement. Daily work engagement is a state of vigor, dedication, and absorption that is predictive of important organizational outcomes, including job performance. After briefly discussing enduring work engagement, the advantages of diary research are discussed, as well as the concept and measurement of daily work engagement. The research evidence shows that fluctuations in work engagement are a function of the changes in daily job and personal resources. Particularly on the days that employees have access to many resources, they are able to cope well with their daily job demands (e.g., work pressure, negative events), and likely interpret these demands as challenges. Furthermore, the literature review shows that on the days employees have sufficient levels of job control, they proactively try to optimize their work environment in order to stay engaged. This proactive behavior is called job crafting and predicts momentary and daily work engagement. An important additional finding is that daily engagement has a reciprocal relationship with daily recovery. On the days employees recover well, they feel more engaged; and engagement during the day is predictive of subsequent recovery. Finding the daily balance between engagement while at work and detachment while at home seems the key to enduring work engagement.

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