scholarly journals Does the Employability Paradox Exist or Not? An Inverted U-Shaped Model

2021 ◽  
Vol 12 ◽  
Author(s):  
Haibo Yu ◽  
Changli Yan ◽  
Lu Zhang ◽  
Zhenhua Dong ◽  
Long Cheng ◽  
...  
Keyword(s):  
Job Performance ◽  
Linear Relationship ◽  
Prospect Theory ◽  
Turnover Intention ◽  
Hierarchical Regression ◽  
Curvilinear Relationship ◽  
Chinese Enterprises ◽  
Perceived Employability ◽  
Non Linear ◽  
And Performance

This paper’s purpose is to test the employability paradox by adopting a combined linear and non-linear approach based on the conservation of resource (COR) theory and the prospect theory and further to discuss it in two groups of employees with different seniority following the career timetable perspective. A total of 623 pairs of matched employee and manager surveys was collected from 27 Chinese enterprises in two waves. Hierarchical regression analysis was used to test the hypotheses. The results show no paradox that perceived employability promotes both an employee’s turnover intention and performance. Specifically, perceived employability has a significant inverted U-shaped effect on turnover intention but no direct influence on job performance. Seniority is a moderator, showing the curvilinear relationship only exhibits for employees with shorter work seniority (≤3 years), and a positive linear relationship between perceived employability and job performance only exists for employees with longer seniority (>3 years). This study emphasizes the value of employability for employers and proposes who is more suitable and what timetable should be followed for employability enhancement in practice. In addition, the study provides an enlightening finding of the inverted U-shaped relationship between perceived employability and turnover intention, applies the COR theory and the prospect theory to explain the non-linear relationship, validates the effect of too much of a good thing (TMGT), and negates the paradox from the perspective of the perceived general employability and career timetable.

scholarly journals The relation between conscientiousness, empowerment and performance

2007 ◽  
Vol 5 (2) ◽  
pp. 62 ◽  
Author(s):  
Riëtte Sutherland ◽  
Gideon P. De Bruin ◽  
Freddie Crous
Keyword(s):  
Information Technology ◽  
Job Performance ◽  
Customer Service ◽  
Employee Empowerment ◽  
Information Technology Professionals ◽  
Curvilinear Relationship ◽  
Social Desirability Scale ◽  
And Performance ◽  
The Relationship ◽  
Service Engineer

This study examined the relationship between conscientiousness, empowerment and job performance among information technology professionals. An Employee Empowerment Questionnaire (EEQ), a Conscientiousness Scale and a Social Desirability Scale were administered to 101 information technology customer service engineers. Managers completed a Performance Evaluation Questionnaire (PEQ) for each customer service engineer. The results indicated a significant relationship between conscientiousness and empowerment. A curvilinear relationship was found between empowerment and performance. The practical and theoretical implications of the findings are discussed.

scholarly journals Exploring Links between Polychronicity and Job Performance from the Person–Environment Fit Perspective—The Mediating Role of Well-Being

2020 ◽  
Vol 17 (10) ◽  
pp. 3711 ◽  
Author(s):  
Tung-Ju Wu ◽  
Jia-Ying Gao ◽  
Lian-Yi Wang ◽  
Kuo-Shu Yuan
Keyword(s):  
Job Performance ◽  
Past Research ◽  
Well Being ◽  
Mediation Effect ◽  
Hierarchical Regression ◽  
Valuable Insight ◽  
Mediating Role ◽  
Short Period ◽  
Person Environment Fit ◽  
And Performance

Polychronicity refers to the preference of some individuals to structure their time in order to deal with multiple tasks simultaneously in a short period of time. Past research regarding the correlation between individual polychronicity and performance presented distinct arguments. Although most studies supported a positive correlation with performance, empirical findings showed inconsistent results, indicating the presence of other influencing factors. According to the person–environment fit theory and self-determination theory, the effect of polychronicity on job performance was verified and the mediation effect of well-being was tested in this study. Dual-mode questionnaires were collected from 532 subordinators and their direct supervisors in 98 chain restaurants and hierarchical regression analysis was performed to test the research hypotheses. The results showed that polychronicity positively affected well-being, that is, well-being was a full mediator between polychronicity and job performance. This study provides valuable insight for managers to understand employee polychronicity and, in turn, improve their well-being, which could help improve job performance.

Aerobic Training does Not Improve Competitive Performance in Young Elite Basketball Players

2018 ◽  
Vol 1 (80) ◽  
Author(s):  
Carlos Claramunt ◽  
Ivar Guzman ◽  
Joan Solé ◽  
Natàlia Balagué ◽  
Robert Hristovski
Keyword(s):  
Linear Relationship ◽  
Young Male ◽  
Competitive Performance ◽  
Basketball Players ◽  
Free Throw ◽  
Non Linear ◽  
And Performance ◽  
High Level ◽  
Run Test ◽  
Performance Research

Research background and hypothesis. While for some authors team sport players should have a high VO 2 max, we hypothesize that there exist a non-linear relationship between VO 2 max and basketball performance. Research aims. Research aims were to study the correlation between basketball performance and VO 2 max in young elite basketball players and the effects of VO 2 max training on performance.Research methods. In the fi rst study, 67 high-level young basketball players performed a shuttle-run test (SRT) to measure their VO 2 max. Competition performance assessed through statistics ratings of 5 matches was determined for all players. The correlation between VO 2 max and performance was calculated. In the second study, the VO 2 max and the competition performance of 34 high-level young male players was assessed as in the fi rst study. The sample was divided into control and experimental groups, which trained their VO 2 max. At the end of the training period all participants repeated the SRT. The results of 4 games played before the fi rst test and 4 games played after the second test (against the same opponents) were compared in both groups.Research results. In the fi rst study we found a correlation of VO 2 max with steals in both groups. In the second study, the experimental group increased their VO 2 max and steals per game, but they decreased free throw per game and free throw percentage. Discussion and conclusions. No correlation was found between VO 2 max and competitive performance in this study, and increased VO 2 max had no effect on most of the studied variables. The data therefore suggest a non-linear relationship between VO 2 max and basketball performance.Keywords: aerobic capacity, basketball performance, non-linear relationship.

The Curvilinear Relationship between Demand Level and Performance in an Organizational Field Setting

1989 ◽  
Vol 69 (3-1) ◽  
pp. 835-840
Author(s):  
Thomas A. Wright
Keyword(s):  
Job Performance ◽  
Field Study ◽  
Curvilinear Relationship ◽  
Organizational Field ◽  
Male Youth ◽  
Job Demand ◽  
And Performance ◽  
Individual Self ◽  
Field Setting

A curvilinear relationship was posited between job demand and job performance and was tested in a two-year organizational field study involving male youth counselors placed in seven different demand levels. Over the course of the study, these on-call counselors worked in most levels. Composite aggregations of individual self-reported ratings of variations in the job-demand levels were derived. Support for the hypothesized curvilinear relationship was found. Possible implications of the results are discussed.

Empowerment, passion and job performance: implications from Ghana

2019 ◽  
Vol 41 (2) ◽  
pp. 132-151
Author(s):  
William Ansah Appienti ◽  
Lu Chen
Keyword(s):  
Job Performance ◽  
Hierarchical Regression ◽  
Curvilinear Relationship ◽  
Conservation Of Resources ◽  
Empowering Leadership ◽  
Content Type ◽  
Moderation Effect ◽  
Research Findings ◽  
Passion For Work

Purpose Drawing upon the “too-much-of-a-good-thing (TMGT)” effect and conservation of resources (COR) theory, the purpose of this paper is to examine the mediation mechanism between empowering leadership and employee job performance. Specifically, the authors propose a curvilinear relationship between empowering leadership and job performance, and also suggest that employee harmonious and obsessive work passions mediate the curvilinear relationship between empowering leadership and job performance. Further the moderation role of collectivism orientation (CO) in the relationship between empowering leadership and job performance is also examined. Design/methodology/approach Questionnaires are used to obtain survey data from 256 supervisor–subordinate dyads in three companies in the communication sector of Ghana. A follow-up interview was also conducted to enhance explanation of research findings. Hierarchical regression analysis is used to analyze the associations among the variables. Findings The results revealed that the significant inverted U-shaped relationship between empowering leadership and subordinate job performance is mediated by both harmonious and obsessive passion for work. A significant moderation effect of CO in the empowering leadership–job performance relationship could not be established. Originality/value This study adapts the “TMGT” effect and COR theory in the explanation of an integrated model including empowering leadership, job performance, employee passion for work, and CO in the Ghanaian context.

Blindsided by linearity? Curvilinear effect of leader behaviors

2017 ◽  
Vol 38 (2) ◽  
pp. 146-163 ◽  
Author(s):  
Inchul Cho ◽  
Ismael Diaz ◽  
Dan S. Chiaburu
Keyword(s):  
Job Satisfaction ◽  
Linear Relationship ◽  
Linear Increase ◽  
Curvilinear Relationship ◽  
Leader Behaviors ◽  
Cross Sectional ◽  
Content Type ◽  
Negative Behaviors ◽  
Non Linear ◽  
Cross Sectional Design

Purpose The purpose of this paper is to posit and empirically demonstrate that positive and negative leader behaviors have a linear relationship with subordinate outcomes. The authors challenge this notion, and test a model where leader positive and negative behaviors have a curvilinear relationship (inverse-U shaped) with subordinate job satisfaction. Design/methodology/approach Cross-sectional design, based on a sample of 131 employees working across organizations and industries in the USA. Subordinates provided information on all study measures. Findings The authors show that higher levels of positive and negative behaviors from the leader will not generate a corresponding linear increase in employees’ satisfaction. Instead, the relationship is non-linear, with diminishing returns in subordinate job satisfaction for positive leader behaviors and higher ones for negative leader behaviors. In addition, subordinates with high levels of hardiness are more satisfied with positive leader behaviors, and report less dissatisfaction with negative leader behaviors. Research limitations/implications Limitations are cross-sectional design, self-reported data, measurement of a limited number of leader behaviors as representative of leader positive and negative behaviors, and focus on only one dependent construct (subordinate job satisfaction). Practical implications Above a certain point, leaders’ positive behaviors have limited effect on increasing subordinates’ job satisfaction. Likewise, leaders’ negative behaviors decrease subordinates’ job satisfaction only above specific levels of leader behaviors. Originality/value The authors challenge this notion of linearity by theorizing and demonstrating that subordinates’ job satisfaction is influenced by leader positive and negative behaviors in non-linear relationship characterized by an inverse-U-shaped and a specific increase and decrease pattern.

scholarly journals The non-linear relationship between managerial ownership and firm performance

2007 ◽  
Vol 4 (4) ◽  
pp. 89-101 ◽  
Author(s):  
Damiano Bonardo ◽  
Stefano Paleari ◽  
Silvio Vismara
Keyword(s):  
Firm Performance ◽  
Linear Relationship ◽  
Ownership Structure ◽  
Operating Performance ◽  
Managerial Ownership ◽  
Non Linear ◽  
Negative Effect ◽  
And Performance ◽  
The Relationship ◽  
Positive Effect

We investigate the relationship between operating performance and ownership structure using a sample of Italian IPO-firms in the period 1995-1999. Overall, we find that their performance declines after the IPO. We find evidence of a non-linear relationship between ownership and performance using different measures of operating performance and managerial ownership. This result supports the hypothesis of a combined effect of ownership on firm performance, with a positive effect at low and high levels of managerial ownership (alignment of interest hypothesis) and a negative effect at intermediate levels (entrenchment hypothesis)

Employability and performance: a comparison of baby boomers and veterans in The Netherlands

2016 ◽  
Vol 38 (6) ◽  
pp. 927-945 ◽  
Author(s):  
Sophie Hennekam
Keyword(s):  
The Netherlands ◽  
Job Performance ◽  
Baby Boomers ◽  
Older Workers ◽  
Capital Theory ◽  
Content Type ◽  
Baby Boomer Generation ◽  
Perceived Employability ◽  
Two Generations ◽  
And Performance

Purpose The purpose of this paper is to examine how the baby boomer generation and the veteran generation in the Netherlands perceive their own employability and how this is related to their self-reported job performance. Design/methodology/approach In total, 973 workers in employment aged 45 and over filled out a survey measuring self-perceived employability and self-reported job performance. Data were analyzed by the use of t-tests and multiple regression. Findings Based on the human capital theory, it was found that self-perceived employability was positively related to self-reported job performance. However, in contradiction with our expectations, the veterans perceived their internal and external employability as more positive than the baby boomers. Originality/value This study distinguishes between two generations that are part of the group “older workers”. Moreover, we show that a positive relationship exists between one’s perception of one’s own employability and their self-reported performance.

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