scholarly journals The Importance of Occupational Self-Efficacy Moderation on the Organizational Cynicism Forms and Employee Task and Contextual Performance Relationships

2018 ◽  
Vol 2 (3) ◽  
pp. 67-71
Author(s):  
Komal Khalid
Keyword(s):  
Job Performance ◽  
Task Performance ◽  
Self Efficacy ◽  
Service Sector ◽  
Response Rate ◽  
Manufacturing Sector ◽  
Employee Performance ◽  
Univariate Analysis ◽  
Contextual Performance ◽  
Organizational Cynicism

Research Highlights The aim of this study is to provide an overview on occupational self-efficacy and their interrelationships between organizational cynicism forms (i.e. Cognitive /Affective / Behavioural) and employee job performance dimensions (i.e. Task / Contextual) in manufacturing and service sectors of Pakistan. The study proposed four hypotheses, examining direct and indirect relationships between variables. Data collection was done through self-administrated questionnaire (7-point Likert scale) using a multiphase non-probability sampling technique. From both service and manufacturing sectors of Pakistan in total 758 responses were collected. For statistical data analysis descriptive statistics, Pearson correlation analysis, univariate analysis and independent sample t- test were conducted. Results indicate that occupational self-efficacy significantly moderate the relationships between forms of organizational cynicism and task and contextual performance in service sector. However, in manufacturing sector, occupational self-efficacy shows strong moderation between affective-task relationship, moderate significant moderation between cognitive-task relationship and no moderation between behavioural-task relationship.               __________________________________________________________________________ Graphical Abstract     ________________________________________________________________ Research Objectives The aim of this paper is to examine the impact of organizational cynicism forms (i.e. Cognitive / Affective / Behavioral) and employee performance dimensions (i.e. Task / Contextual) in manufacturing and service sectors of Pakistan. This research study also explores the moderating impact of employee’s occupational self-efficacy on the relationships with forms of organizational cynicism and employee’s task and contextual performances. The differences existing in both organizational sectors in regard to occupational self-efficacy, forms of organizational cynicism and dimensions of employee performance variables is also studied in this paper. It is assumed by the researcher that if employees have low occupational self- efficacy and they have negative feelings about their organization, it can result in further reduction of his job performance (Vera, Salanova, & Lorente, 2012). As occupational self-efficacy is central to past experiences of employees, it is also logical that organizational cynicism can effect levels of occupational self-efficacy. Thus, the occupational self-efficacy and cynicism relationship is mutual (Skaalvik & Skaalvik, 2010).  Based on differences at organizational and functional level in both sectors it can be predicted that occupational self-efficacy, organizational cynicism and employee job performance variates in service and manufacturing sectors (Othman, 1999; Jiang, 2009). Methodology The hypotheses were evaluated through data from banking, higher education and healthcare (i.e. Service sector), and cement, pharmaceutical and food (i.e. Manufacturing sector) organizations of Pakistan. Data was collected through self-administrative questionnaire and emails from six major cities of Pakistan. Self-administered questionnaires were distributed to first-line and middle level employees. A multiphase non-probability sampling technique was utilized for data collection. In phase 1, organizations were selected through convenience sampling. In phase 2 of data collection, quota sampling was done (i.e. 10 survey forms per organization). The same technique was adopted by Munir, Ghafoor, & Rasli in 2016. In each sector almost 500 survey forms were distributed. After Cook’s distance and Central Leverage value method outliers from the data was removed, from manufacturing sector 365 (Response rate 73%) and from service sector 393 (Response rate 78.6%) complete questionnaires were received, therefore total response rate was 75.1% from both sectors. After establishing validity (Rotated Factor Matrix), reliability (Cronbach Alpha) and multicollinearity (VIF and Tolerance) of the scale; descriptive statistics (Mean and Standard Deviation), Pearson correlation analysis, univariate analysis and independent sample t-test were conducted. Results In both sectors, Occupational self-efficacy has positive correlation with employee task (Manufacturing r = .33; Service r = .42) and contextual performance (Manufacturing r = .29; Service r = .38). However, Occupational self-efficacy is negatively related with three forms of organizational cynicism in Manufacturing (Affective r = -.19; Cognitive r = -.13; Behavioral r = -.11) and service sector (Affective r = -.21; Cognitive r = -.18; Behavioral r = -.13). According to univariate analysis in manufacturing sector occupational self-efficacy, forms of organizational cynicism and their interactional products predicts 32% variation in contextual performance and 38% variation in task performance. However, in service sector, occupational self-efficacy, forms of organizational cynicism and their interactional products predicts 39% variation in contextual performance and 46% variation in task performance. In service sector, occupational self-efficacy significantly moderates the relationships between forms of organizational cynicism and task and contextual performance. Whereas, in manufacturing sector, occupational self-efficacy shows strong moderation between affective cynicism-task relationship, moderately significant moderation between cognitive cynicism-task relationship and no moderation between behavioral cynicism-task relationship. Results also indicates service sector employees have higher occupational self-efficacy, contextual and task performance as compared to manufacturing sector employees who reported higher organizational cynicism. Findings Findings indicate that in both sectors occupational self-efficacy had significant impact on the relationships between organizational cynicism and employee performance. Study concluded that in manufacturing sector occupational self-efficacy strongly moderate the cognitive cynicism and employee task performance relationship while within service sector occupational self-efficacy strongly moderate both cognitive and behavioral cynicism and employee task performance relationships. Study also provide evidence that in manufacturing sector occupational self-efficacy and forms of organizational cynicism has a moderate influence on employee contextual performance while within service sector occupational self-efficacy strongly moderate behavioral cynicism and employee contextual performance relationship.  

Workplace Arrogance and Job Performance

2018 ◽  
pp. 83-116
Keyword(s):  
Social Support ◽  
Job Satisfaction ◽  
Job Performance ◽  
Task Performance ◽  
Self Efficacy ◽  
Theoretical Study ◽  
Contextual Performance ◽  
Two Dimensions ◽  
Theoretical Contribution ◽  
The Relationship

This chapter is an attempt to clarify the relationship between workplace arrogance and job performance. Thus, the authors focus and define a set of four fundamental concepts—task performance, contextual performance, social support, and self-efficacy—in order to examine and explore this relationship. Hence, the main result of this theoretical study is that workplace arrogance is negatively related to job performance. Although this finding could be considered as a theoretical contribution, more studies are requested to investigate the specific relationship between workplace arrogance and job satisfaction with its two dimensions: task and contextual factors.

scholarly journals Influence of Transformational Leadership and Public Service Motivation on Job Performance of Nurses in Thailand

2019 ◽  
Vol 15 (6) ◽  
pp. 59
Author(s):  
Kanon Trichandhara ◽  
Ratana Somrongthong ◽  
Idsaratt Rinthaisong
Keyword(s):  
Transformational Leadership ◽  
Job Performance ◽  
Task Performance ◽  
Public Service ◽  
Employee Performance ◽  
Contextual Performance ◽  
Public Service Motivation ◽  
Public Hospitals ◽  
Proposed Model ◽  
Motivational Influence

Leaders’ role is significant in motivating employee performance. The present study examines the influence of transformational leadership and public service motivation (PSM) on task performance of nurses in three southernmost provinces in Thailand. Based on the data collected from 813 nurses in public hospitals, the results showed that the proposed model was well-fitted to the empirical data. The results of the study indicated that transformational leadership and public service motivation had effects directly on both task performance and contextual performance. Furthermore, transformational leadership had indirect effects on task performance and contextual performance through public service motivation. These findings suggest that nurses’ job performance could be enhanced by the motivational influence of their immediate leaders.

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.

Reflections on Workplace Compassion and Job Performance

2017 ◽  
Vol 23 (3) ◽  
pp. 234-243 ◽  
Author(s):  
Ghadeer Mohamed Badr ElDin Aboul-Ela
Keyword(s):  
Job Performance ◽  
Task Performance ◽  
Positive Relationship ◽  
Research Study ◽  
Contextual Performance ◽  
Previous Literature ◽  
Performance Task ◽  
Managerial Implications ◽  
Research Findings

Workplace compassion is one of the cornerstone remedies to employees’ suffering. Compassionate acts will directly affect the job performance of employees. This research study looks at the analysing relationship between workplace compassion and job performance, namely, task performance and contextual performance. Workplace compassion, task performance and contextual performance were explored from a previous literature perspective and were tested and analysed statistically. Self-administered questionnaires were distributed among teachers and co-teachers employed in international nurseries in Cairo and Giza governorates located in Egypt. Results revealed a positive relationship between workplace compassion and job performance (task and contextual constructs). Discussion of the results along with managerial implications and recommendations were addressed based on the research findings.

scholarly journals Organizational Justice as an Antecedent of Job Performance

2013 ◽  
Vol 9 (3) ◽  
pp. 335 ◽  
Author(s):  
Aizzat Mohd. Nasurdin ◽  
Soon Lay Khuan
Keyword(s):  
Job Performance ◽  
Distributive Justice ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Task Performance ◽  
Contextual Performance ◽  
Telecommunications Industry ◽  
Future Research ◽  
Performance Task ◽  
Customer Contact

The present research examines the influence of organizational justice (distributive justice and procedural justice) on predicting job performance (task performance and contextual performance). Survey data were drawn from a sample of 136 customer-contact employees within the telecommunications industry in Malaysia. Results of the regression analysis illustrate that distributive justice alone has a significant and positive relationship with task performance. On the other hand, only procedural justice is found to be significantly and positively related to contextual performance. Implications of the findings and directions for future research are highlighted.

scholarly journals PENGARUH CHALLENGES STRESSOR TERHADAP TASK PERFORMANCE DENGAN SELF EFFICACY DAN MOTIVATION TO WORK SEBAGAI VARIABLE MEDIASI

2016 ◽  
Vol 6 (2) ◽  
Author(s):  
Bianka Andriyani
Keyword(s):  
Task Performance ◽  
Self Efficacy ◽  
Sampling Method ◽  
Positive Impact ◽  
Employee Performance ◽  
Positive Influence ◽  
Expected Performance ◽  
Performance Challenges ◽  
Work Done ◽  
Motivation To Work

SUMMARY Human resources is seen by the company as a valuable asset that must be maintained existence. In the process, the employee will face a variety of conditions that will impact the results of the work done by employees. One of the conditions experienced by the employee is stress. In this study, researchers took the challenge variable stressor as a challenge stressor forms of stress because stress is a condition that a positive impact on employee performance. With good employee performance, expected performance of the company as a whole will be better. This study examined the effect of stressors challenge to the task performance with self-efficacy and motivation to work as a mediating variable. In this case, the researchers suspect stressor challenge will be a positive influence on task performance of employees. In this study, researchers recruited variable self-efficacy and motivation to work as a mediating variable that will mediate the effect of stressors on task performance challenges. The sampling method using a non-probability sampling, that every element in the population do not have the opportunity or the same chance to be selected as a sample. Non-probality sampling method used in this study is a convenience method to select members of the population that is most easily found as respondents. Sampling was done by purposive sampling, ie sampling with certain criteria in order to samples taken in accordance with the purpose of research. The population of this research is employees at one company in DIY as respondent for allegedly will be able to provide a response to stressors experienced Challenge to Task Performance. Keywords: Challenge Stressors, Self Efficacy, Motivation to Work, and Task Performance

scholarly journals Role Ambiguity and Job Performance of Employees in the Service Sector SMEs in Malaysia

2020 ◽  
Author(s):  
Sethela June ◽  
Rosli Mahmood
Keyword(s):  
Economic Development ◽  
Job Performance ◽  
Significant Relationship ◽  
Role Ambiguity ◽  
Service Sector ◽  
Response Rate ◽  
Poor Performance ◽  
Past Research ◽  
Medium Size ◽  
The Relationship

Small and medium size enterprises (SMEs) play a crucial role in the economic development of Malaysia, of which the majority are in the service sector. Employees of the service sector SMEs have often been associated with low level of job performance and past research has shown that there are many factors that can contribute to employee poor performance such as role ambiguity. Thus the aim of this study was to examine the relationship between role ambiguity and job performance of employees in the service sector SMEs in Malaysia. 1500 questionnaires were distributed and 300 were returned resulting in a 20% response rate. The result revealed that there was a significant relationship between role ambiguity and job performance of employees.  

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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