Perfectionism and Employee Engagement among Management Faculty: An Empirical Study

2019 ◽  
Vol 11 (2) ◽  
Author(s):  
Divya Goel ◽  
Mitushi Singh
Keyword(s):  
Task Performance ◽  
Employee Engagement ◽  
Academic Research ◽  
Business Environment ◽  
Faculty Members ◽  
Positive Interaction ◽  
Study Results ◽  
Management Institutions ◽  
And Task ◽  
Engagement Scale

thesized relationships and indicate that perfectionism predicts employee engagement among management faculty. The results also indicated that employee engagement bears a positive relationship with task performance. The study results suggested that the management institutions should realign their HR processes to develop a sense of perfectionism in their employees’ personality in order to affect the employee engagement and task performance of their employees in a positive way. Purpose: Today’s Business environment is posing numerous challenges for the organizations due to which survival is becoming tough day by day. However, to handle any challenge the most invigorating resource, any organization can bank upon is their employees. Engaged employees are found to deliver high performance and thus in order to understand the key antecedents of employee engagement, the purpose of this study was to examine how perfectionism and the three forms of perfectionism i.e. self-oriented perfectionism, other oriented perfectionism, and socially prescribed perfectionism were associated with employee engagement in a sample of faculty members in management institutions. It also focused on examining and understanding the interaction between employee engagement and the task performance. Design/methodology/approach: The paper used predominantly the quantitative approach and briefly outlines the relationship between perfectionism, the three forms of perfectionism and employee engagement using the data from a sample of 218 faculty members from 12 private institutions and 3 private universities of Northern Indian region. Data was collected using a battery of questionnaires including the Hewitt and Flett (1991)’s Multidimensional Perfectionism Scale (MPS), the Intellectual, Social, Affective Engagement Scale (ISA Engagement Scale), and the Goodman and Syvantek (1999)’s task performance scale. Pilot testing was done to check the reliability of the questionnaire and the Cronbach alpha value was found to be 0.76. Correlations, regressions and descriptive analysis were carried out. Findings: The study results provided considerable support for the hypo Originality/value: The paper contributes by filling a gap in the management literature, in which empirical studies on perfectionism and its relationship with employee engagement among the faculty members in management institutions have been scarce until now. This study also contributes to the academic research by highlighting a positive interaction between employee engagement and task performance and negating the speculation that employee engagement is just the latest management fad.

Mastering the art of meeting optimization

2020 ◽  
Vol 36 (6) ◽  
pp. 17-19
Keyword(s):  
Task Performance ◽  
Case Studies ◽  
Employee Engagement ◽  
Design Methodology ◽  
Reading Time ◽  
Design Characteristic ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications ◽  
And Task

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 This research paper concentrates on the meeting design characteristic of meeting size in order to uncover how this impacts employee engagement and task performance within an organization. The results revealed that meetings viewed by employees as being effective does boost their engagement level at work. Furthermore small meeting sizes consisting of well-chosen participants transpired to be the most effective format for yielding improved end-of-the-day task performance in the participants. Managers are therefore advised to seek feedback on the relevance of their meeting invitations, and carefully consider who is likely to add value to a meeting. Originality/value The briefing saves busy executives, strategists 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.

Employee engagement, creativity and task performance: role of perceived workplace autonomy

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Subash Chandra Pattnaik ◽  
Rashmita Sahoo
Keyword(s):  
Task Performance ◽  
Employee Engagement ◽  
Mediating Effect ◽  
Bottom Line ◽  
Content Type ◽  
Development Organization ◽  
The Relationship ◽  
Moderating Role ◽  
And Task

PurposeThe purpose of this study is to examine the mediating effect of creativity in the relationship between employee engagement and task performance and the moderating role of perceived workplace autonomy in the relationship between employee engagement and creativity through a moderated mediation analysis.Design/methodology/approachThe study used a quantitative research method. The sample for the study consisted of 396 employees and their clients in an Indian software development organization. Statistical analysis of the data was conducted using confirmatory factor analysis, Sobel test and Hayes' PROCESS for Model 1.FindingsFindings of the study indicated that creativity of employees partially mediate the relationship between employee engagement and their task performance and perceived workplace autonomy moderates the relationship between employee engagement and creativity.Practical implicationsManagers may use findings of the study to harness creativity of their employees by providing an autonomous workplace environment to improve their task performance so as to contribute to the bottom line of the organization.Originality/valueThe study contributes to the literature by examining the mediating effect of creativity in the relationship between employee engagement and task performance, especially in a non-Western context and the moderating role played by perceived workplace autonomy using componential and broaden-and-build theories.

scholarly journals Influência da comunicação interna e do engajamento no desempenho de tarefas de servidores públicos

2020 ◽  
Vol 10 (20) ◽  
pp. 179-200
Author(s):  
Eduardo Tramontin Castanha ◽  
Ilse Maria Beuren ◽  
Valdirene Gasparetto
Keyword(s):  
Task Performance ◽  
Employee Engagement ◽  
Positive Relationship ◽  
Positive Association ◽  
Internal Communication ◽  
Mediating Effect ◽  
Public Servants ◽  
The Relationship ◽  
Positive Effect ◽  
And Task

The involvement of employees with their activities in the work environment can instigate higher levels of commitment to the organization in which they work. Employee commitment can be instigated by adequate levels of internal communication (Walden et al., 2017). In view of the growing concern with the commitment and engagement of employees, managers responsible for internal communication need to know the communication processes so that they can develop strategies that contribute to the construction of engagement (Welch, 2012). The engagement of individuals at work is frequently addressed in the literature as to its effects, but its background is little explored, especially in specific fields, such as in the public area. Thus, this study analyzes the influence of internal communication on task performance, mediated by the engagement of public servants. The study was carried out by means of a survey with 84 civil servants on active duty from a State Secretariat located in the Southern Region of Brazil. After data collection, analyzes were carried out using the Structural Equation Modeling technique, based on Partial Least Squares (PLS), which demonstrates the relationships between multiple variables and respective constructs. The estimation of structural equations was analyzed using SmartPLS 3. The results of the analyzes show a significant and positive effect of internal communication on engagement, which supports the confirmation of hypothesis H1, that there is a positive relationship between internal communication and engagement. This result is consistent with empirical studies that consider that internal communication inspires engagement (Karanges et al., 2015; Verčič & Vokić; 2017). According to Abdullah and Antony (2012), communication induces employees to realize its importance in the organization and to contribute to the organization's strategies and results, as long as they are aware of the strategies and expected results. There was also a positive association between engagement and task performance, which confirms the hypothesis H2, that there is a positive relationship between engagement and task performance. This result corroborates the findings of Shantz et al. (2013), who found a potential mediating role for employee engagement in the relationship between work design and performance, and that employee engagement positively influences task performance. A positive association was also found between internal communication and task performance, which confirms hypothesis H3. This result is in line with the findings of Tsai et al. (2009) and Abugre (2011), that internal communication can be a determinant of task performance. The literature recognizes the need for adequate levels of communication between management and its employees, in view of its positive effect on the performance of employees' activities (Tsai et al., 2009; Neves & Eisenberger, 2012; Rajhans, 2012). The structural model also confirms the partial mediating effect of the engagement variable in the relationship between internal communication and task performance, which supports H4. These findings are consistent with the assumptions of the literature, which considers that internal communication can improve employee performance through engagement, however, when internal communication is performed inappropriately, it can contribute to employee disengagement (MacLeod & Clarke, 2009). These results contribute to the literature by revealing positive and significant effects of internal communication and engagement in the performance of public servants' tasks, until then constructs analyzed in a dissociated way and generally in different fields of this study. They can also contribute with those responsible for internal organizational communication in the elaboration of strategies that instigate engagement and high performance of public servants' tasks.

scholarly journals Contextual and task performance: role of employee engagement and organizational culture in hospitality industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Bhawana Bhardwaj ◽  
Namrita Kalia
Keyword(s):  
Organizational Culture ◽  
Job Performance ◽  
Task Performance ◽  
Employee Engagement ◽  
Hospitality Industry ◽  
Contextual Performance ◽  
Content Type ◽  
Maximum Contribution ◽  
And Task

Purpose Extensive work related to examining predictors and determinants of employee engagement and job performance have been conducted in past studies. A dearth of studies relating organizational culture and employee engagement with contextual and task performance in the hospitality industry necessitated the present study. This study aims to examine variability in the task and contextual performance owing to employee engagement and organizational culture. Design/methodology/approach The study has been conducted in four districts of Himachal Pradesh using a multistage sampling technique. A total of 360 hotel employees were involved in collecting their responses through a structured questionnaire. Findings The results of multiple regression showed that vigor, dedication and absorption variables of employee engagement contribute toward contextual performance. Vigor and absorption affect the task performance of employees. In the case of contextual performance vigor shows maximum contribution followed by absorption and dedication whereas for task performance, the maximum contribution is exhibited by absorption followed by vigor. Organizational culture sub-variables of experimentation, autonomy and trust came out to be major predictors, which help to improve contextual and task performance of employees. Practical implications The study suggests that psychological ownership, along with trust toward top management can create an enriched work culture, which influenced both the contextual and task performance of employees. The findings of the study can be practically used by government and private organizations for improving workforce performance in the hospitality industry. Future research can be conducted based on the findings of the study. Originality/value The study provides insight on how and to what extent cultural and employee engagement variables can affect employee’s contextual and task performance. The present study adds value to the existing literature and investigates the role of culture and employee engagement in enhancing task and contextual job performance. Managers and policymakers can use the findings of the study to improve organizational culture, employee engagement and performance of the employees in the hospitality sector. The study opens avenues for future studies.

scholarly journals The Impact of Employee Engagement on Task Performance

2021 ◽  
Vol 4 (2) ◽  
pp. 123-129
Author(s):  
DR. HAZRAT BILAL ◽  
ARSHAD ALI KHAN ◽  
KHURSHEED AHMAD ◽  
DR.SYED NASEEB ULLAH SHAH
Keyword(s):  
Task Performance ◽  
Employee Engagement ◽  
Developed Countries ◽  
The World ◽  
Potential Link ◽  
Teaching Faculty ◽  
The Impact ◽  
Pearson Correlations ◽  
Self Administered Questionnaire ◽  
And Task

In developed countries of the world, many studies have been carried out on the link between engagement and task performance in different context. Ignorable studies are conducted in developing countries like Pakistan. The aim of the present study was to explore potential link between engagement and task performance. This link was analyzed through statistical techniques called Pearson Correlations and Regression. The data was gathered through self-administered questionnaire distributed among teaching faculty working in the private owned universities. A total of 224 questionnaire were returned by respondents. After analyzing these questionnaires the results showed that there was positive connection in engagement and task performance and thus confirmed the hypothesis of the study.

Meeting effectiveness and task performance: meeting size matters

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Joseph A. Allen ◽  
Jiajin Tong ◽  
Nicole Landowski
Keyword(s):  
Task Performance ◽  
Employee Engagement ◽  
Survey Design ◽  
Content Type ◽  
Common Method Bias ◽  
Meeting Effectiveness ◽  
Time Lagged ◽  
Design Characteristics ◽  
And Performance ◽  
And Task

PurposeThe purpose of this study was to investigate how a key meeting design characteristic, meeting size, affects the relationship between meeting effectiveness and task performance through employee engagement.Design/methodology/approachA three-wave time-lagged survey design was used to gather data concerning meeting experiences from employees for statistical model testing.FindingsUsing a moderated mediated path analysis, we found that effective meetings only translated into end-of-the-day task performance through engagement when the meeting size was small.Research limitations/implicationsAlthough much research supports the current findings related to group size and meetings, meeting science has not investigated meeting design characteristics as levers to be pulled to enhance or detract from both meeting outcomes and organizationally desired outcomes. The findings, though are limited, due to potential common method bias, which was limited using methodological and statistical processes.Practical implicationsManagers and meeting attendees should consider how to maintain relatively small meeting size when possible so as to maximize both engagement and performance.Originality/valueThe current study is one of the few to look at meeting size directly as a moderator and helps demonstrate, once again, the importance of effectively designing meetings for success.

Effects of marijuana, cocaine, and task performance on cardiovascular responsivity.

1987 ◽  
Author(s):  
Richard W. Foltin ◽  
Richard M. Capriotti ◽  
Margaret A. McEntee ◽  
Marian W. Fischman
Keyword(s):  
Task Performance ◽  
And Task
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