Continuous learning and employee performance: a moderated examination of managers' coaching behavior in India

PurposeBy integrating organizational support theory (OST) and social cognitive theory, this study investigates types of managers' coaching behavior as experienced by the employees. Furthermore, the study examines whether employees would exhibit greater task and contextual performance when organizational learning is blended with a specific coaching behavior of their manager.Design/methodology/approachUsing primary data from 298 software engineers working in select information technology companies across India, the current study attempts to assess moderating effect of managers' coaching behavior in two relationships, including continuous learning and employees' task performance (CL-TP) and continuous learning and employees' contextual performance (CL-CP).FindingsResult of exploratory factor analysis suggests that managers of select organizations exhibit two major types of coaching behavior: inspiration-based coaching behavior and facilitation-based coaching behavior. On the moderating role of coaching behavior, it is documented that facilitation-based coaching behavior significantly positively moderates both stated (CL-TP and CL-CP) relationships, whereas inspiration-based coaching behavior of supervisors has positive significant effect on CL-TP relationship but negatively moderates the CL-CP relationship.Research limitations/implicationsThe extent to which the findings of this study can be generalized is constrained by the limited sample and organizational context.Practical implicationsThe most important managerial implication for all learning organizations is that both kinds of coaching behaviors help improving the task performance of the employees, but managers should prefer facilitation-based coaching style in order to generate higher contextual performance of employees.Originality/valueThis study contributes to practitioners and existing literature by explaining how individual performance of employees is affected by the investment made by organizations in facilitating continuous learning.

Dual crossover mechanisms of benevolent supervision on followers' contextual performance and emotional exhaustion alleviation

PurposeAdopting conservation of resources (COR) theory as a guiding framework, this study proposes that benevolent supervision (BS) is a feasible leadership style for building a positive resource gain process in subordinates' extra-role actions and reducing their exhaustion, and leader-member exchange (LMX) and positive affect (PA) serve as indirect crossover mechanisms.Design/methodology/approachSurveys were conducted at three-time points with four-week intervals. A total of 304 subordinates and 55 supervisors at a Taiwanese university participated in the surveys, and a multilevel model was used to test the hypotheses.FindingsThe results showed that prior BS (time 1) was positively associated with subordinates' subsequent LMX and PA (time 2). LMX mediated the relationship between BS and subsequent supervisor-rated contextual performance (time 3), and PA mediated the relationship between BS and subordinate-rated emotional exhaustion (time 3). In addition, supervisors' learning orientation positively moderated the relationship between BS and contextual performance via LMX, whereas supervisors' performance orientation negatively moderated this relationship.Practical implicationsThe results of the study encourage leaders to exhibit benevolence toward subordinates, increase subordinates' contextual performance and enhance personal feelings, thereby ultimately benefitting the organization.Originality/valueThis study reveals that BS is a source of resource investment in the process of subordinates' positive job (contextual performance) and personal (emotional exhaustion) resource gains through social exchange (LMX) and affective (PA) crossover mechanisms and that supervisors' goal inclinations impact this process.

Construction frameworks in the public sector: Do they deliver what they promise?

We demonstrate that the use of Performance Frameworks for the procurement of construction projects by public sector organizations in the UK (specifically, in England) leads to significantly improved outcomes in terms of time, cost, quality, sustainability and closer relationships, than the traditional ‘open tender’ approach of procuring discrete projects, individually. We identify the factors that lead to such improvements. We label these: supplier’s task performance factors (project staff, execution approach, competence of firm and structure of firm); supplier’s contextual performance factors (trust and collaboration, culture and conscious behaviour); and client’s organisational factors (incentives, performance monitoring, procurement approach and communication). And we offer a performance improvement model that will help project managers to select the most appropriate suppliers at the procurement phase, to achieve successful project outcomes. The model can also be used to drive project performance further, by adopting client’s organisational factors during the procurement and construction phases. By applying the research conclusions, suppliers will be able to focus on communicating their strengths in the relevant aspects of task and contextual performance for technical tender proposals, and so increase the value of their services and the probabilities of winning work. And the analysis can be used by policy makers to help in drafting regulations and legislation on formal frameworks, in ways that will improve the delivery of policy objectives.

Assessing the Effect of Perceived Diversity Practices and Psychological Safety on Contextual Performance for Sustainable Workplace

Perceiving discrimination in workplace practices psychologically damages employees and affects their work performance. The current study aims to find differences in perceived diversity practices (i.e., equal representation and developmental opportunities and gender diversity promotion) and the psychological safety of diverse groups in the workplace. Further, the study investigates the relationship of equal representation and developmental opportunities, gender diversity promotion, and psychological safety with employee contextual performance. A sample size of (n = 536) respondents was collected from the private banking sector in India, and was further analyzed using statistical tools, such as factor analysis, correlations, analysis of variance, and regression analysis. The findings indicate differences in gender and tenure diversity regarding “equal representation and development opportunities”, and “gender diversity promotion.” Furthermore, “equal representation and development opportunities,” and “psychological safety” showed a significant negative relationship with the employee contextual performance. Further, no association between perceived “gender diversity promotion” practices and “contextual performance” was found. The novelty of the current research is unlike previous research; the study highlights that excess psychological safety, equality in representation, and development opportunities to have “workforce diversity” make employees aggressively explicit and disengage them from additional work behavior. The findings of the study and application of SPSS software for the analysis of the employee’s perception, behavior, and performance will aid managers and leaders in better decision making for employees; business growth; effective human resource and business management; and for building a healthy, collaborative, and sustainable work environment in the private banks and similar organizations.

A Study on the Exploration of the Constructs of Job PerformanceBased on Task Performance, Contextual Performance,Adaptive Performance and Counterproductive Work Behavior

The purpose of this study was to (1) propose and validate the integrative job performance model composed of task performance, contextual performance, adaptive performance, and counterproductive work behavior (CWB), which have been identified as major dimensions of job performance in existing research, (2) explore the possibility of G factor in the 4 dimensions based on the integrative model, and (3) compare differences in the antecedents of personality variables and criteria of job effectiveness to confirm independence among performance dimensions. A total of 649 employees from various organizations participated in two online surveys. The main results were as follows. First, the factor structures of individual performance dimensions were examined through exploratory and confirmatory factor analysis before verifying the integrated model. A single factor structure for task performance and two-factor structure for CWB aimed at individuals (CWB-I) and organizations (CWB-O) were identified. Both contextual and adaptive performance were shown to have a hierarchical factor structure. Specifically, contextual performance consists of the 3-6 factor structure of individual-oriented (help-cooperation and consideration-courtesy), organization-oriented (organizational support and compliance), and conscientious-initiative (persistence-initiative and self-development). For adaptive performance, the 2-5 factor structure was extracted. That is, the five factors of adaptive performance are divided into two factors of reactive (coping, interpersonal adaptation, and stress) and proactive (creativity and learning). The integrative job performance model of task performance, contextual performance, adaptive performance, and CWB was verified. The hierarchical factor structure of the integrated model composed of the sub-factors of each performance dimension was also confirmed. Second, the Average Variance Extracted (AVE) demonstrated that the variance of G factor is 62.0%, supporting the presence of G factor in performance. Third, the differences were found in both antecedents of personality (HEXACO and dark personality factors) and criteria of job effectiveness (wage, promotion, job satisfaction, job engagement, burnout, and turnover intention) among the 4 dimensions of job performance. indicating the discriminant validity of performance dimensions. Finally, the implications and limitations of this study were discussed based on the above findings.

Linking Personality with Contextual Performance through Subjective Well-being Using PLS SEM Modelling

The objective of the study is to empirically examine the various components of subjective well-being (SWB) and its role in the association between personality and contextual performance (CP). To validate the proposed model, Indian executives from various organizations were surveyed with a survey method. The sample response from 809 respondents has been analysed with the assistance of the partial least squares (PLS) structural equation modelling (SEM) approach. The results from the study establish SWB as a mediator between personality and CP. A positive association is observed with specific components of personality factors and SWB and CP. Organizations can also learn from the study that increasing the SWB of employees is one of the important parameters for their CP.

Can We Talk? Improving Employee Contextual Performance Using Motivating Language and Feedback Orientation

This study sought to determine whether motivating language theory and feedback orientation theory connect, and if so, whether or not this impacts employee contextual performance in the workplace. Survey data was collected from 458 individuals (142 undergraduate students, and a national sample of 316 employees). Statistically significant relationships were observed between motivating language and feedback orientation, between motivating language and contextual performance, and between feedback orientation and contextual performance. Feedback orientation was found to moderate the relationship between motivating language and contextual performance. Implications and generalizability of these theories to other settings are presented.

Does workplace envy always have detrimental consequences in organizations? A study of public and private sector employees

PurposeBased on the situational approach for envy, the purpose of this paper is to examine the effect of two-dimensional workplace envy (being envied and envying others) on the task and contextual performance of employees working in either private or public sector organizations.Design/methodology/approachThis study was conducted on survey data collected from 988 private sector employees and 530 employees from the public sector employed in Istanbul. Following a quantitative empirical design, structural equation modeling was used to test the hypotheses.FindingsThe study results revealed that envying-others dimension has a significant negative effect on both task performance and contextual performance. In addition, the findings indicate more envious feelings of private sector employees than public sector employees. For public sector employees, male participants were found to envy others more than females.Research limitations/implicationsIn addition to the contributions, this study has its limitations. First, although the study was carried out with a comprehensive sample, it is limited to the views of 1,518 employees in Istanbul and is a cross-sectional study. Also, employee performance is evaluated through self-reporting, which forms another limitation; it could have been more reliable for the supervisors to assess their subordinates' performance.Practical implicationsApart from scholars, our findings have implications for practitioners. Feelings such as envy that comes with a sense of competition can create an environment that stimulates people, motivates them to work, can make them productive and can also cause an ultimately destructive situation. This makes it critical to manage envy in the workplace. Though there may be facilitators behind it, one crucial factor that fuels envy in the workplace is the lack of fair human resources policies and systems. Still, human resources management is undeveloped in most public organizations. With effective human resources management, there may be some roadmaps for managers to dissolve conflicts arising from envy. First, it is imperative to have systems that will separate the employee from the others, which everyone will accept, strengthening the feelings of justice among employees. Envy often occurs following a social comparison. Management can implement an incentive system that supports employee collaboration and avoid nepotism. Especially in private organizations where the competition is more among employees, managers should give more attention to understand their subordinates' feelings. The managers' attention to expressing their feelings toward their subordinates could establish an equal distance within the workplace. In this sense, language selection is critical, and managers should be mindful of linguistic triggers. Managers should not avoid giving both positive and negative feedback to their employees. Unwarranted and unsystematic reward and/or punishment systems, made with the good intentions of increasing competition, can trigger envy. Finally, managers should implement an open-door policy and open communication that will encourage all team members to be transparent to each other.Originality/valueThe study was based on a rationale that envy has detrimental workplace outcomes that lead to low task and contextual performance. Although there exists a recent interest for examining the relation between workplace envy and employee performance, based on being envied and envying others dimensions, these studies are limited. This study focuses on these dimensions and performance relations, and it also provides a comparative outlook for public and private sector employees in Turkey in terms of workplace envy.

Analyzing the Nature of the Relationship Between Human Resource Management Practices and Personnel Performance

The aim of this study is to test the effect of human resources management as an independent variable in raising the level of individuals’ performance as a dependent variable and it was applied in the Ministry of Interior - General Directorate of Human Resources Management depending on the descriptive analytical approach in accomplishing the requirements of this research. The human resources management in the performance of individuals directly and indirectly, but at the level of dimensions, contextual performance had a good impact on the performance of tasks and the performance of individuals with human resources management and positive work behavior with contextual performance.