scholarly journals Assessment of Personality in Basque Public Sector Employees and Its Role in Predicting Organizational Citizenship Behaviors in Selection Processes

2021 ◽  
Vol 12 ◽  
Author(s):  
Nekane Balluerka ◽  
Arantxa Gorostiaga ◽  
Alexander Rodríguez-López ◽  
Jone Aliri
Keyword(s):  
Public Sector ◽  
Job Performance ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behaviors ◽  
Personality Factors ◽  
Adaptive Performance ◽  
Citizenship Behaviors ◽  
Selection Processes ◽  
Wide Range ◽  
Public Sector Employees

Organizational citizenship behaviors (OCBs) are an important aspect of job performance as they enhance the effectiveness of organizations. Research has shown that personality is a moderate predictor of job performance. This study, involving a sample of 678 public sector employees in the Basque Country (northern Spain), pursued two aims: First, to develop and validate a Basque-language version of the Overall Personality Assessment Scale (OPERAS), a scale designed to assess the Big Five personality factors in a wide range of settings; and second, to examine whether person-organization fit (PO fit) and adaptive performance improve the capacity of personality to predict OCBs. The results indicated that the adapted scale was a suitable instrument for assessing personality in the Basque-speaking population. Furthermore, PO fit and adaptive performance improved the capacity of personality to predict OCBs. Based on these results, we propose a new predictive model that may enhance the efficiency of personnel selection processes.

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.

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.

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.

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