Configurational analysis of high job performance within small and medium-sized organisations (SMOs)

Introduction. The timber removal vehicles drivers are one of the key positions at logging enterprises. When analyzing scientific research, they are noted to be insufficient in relation to the occupationally important qualities specifics in timber removal vehicles drivers with different job performance. Materials and methods. The study involved one hundred eight drivers of timber removal vehicles working on a shift method. The study aim was to identify and describe the occupationally important qualities of drivers in timber removal vehicles at a logging enterprise in the Far North with varying occupational performance to optimize the occipational selection system. There were used instrumental methods and psychological testing to diagnose individual-personal, emotional-volitional, communicative qualities, and motivational characteristics. Statistical methods are descriptive statistics, two-stage cluster and multivariate dispersion analysis. Results. Statistically significant differences were established between representatives with high and average job performance levels regarding motivational characteristics, emotional-volitional and communicative qualities, individual-typological and intellectual properties. Most drivers are characterized by low functional processes mobility, high visual acuity, risk propensity and reliability in extreme situations, high psycho-emotional stability and low thinking stability, insignificant self-regulation of psycho-emotional states and high thinking self-regulation. Limitations. The study was conducted under the influence of certain factors that have their own specifics (shift schedule, its duration at the time of the study, time of the study, type of shift, condition of drivers, etc.), and they may differ in other similar studies; the diagnostic tools used allow assessing the only part of the personal qualities in vehicles drivers in timber removal. Conclusion. Drivers of vehicles transporting timber with high job performance are distinguished by a low orientation towards egoism, a higher programming as a regulatory process and conscious self-regulation of behavior, attentiveness and tact towards their trainee.

Purpose The purpose of this study was determine which, if any, managerial behaviors were associated with high managerial job performance in three selected countries, China, the UK and the USA. After identifying which behaviors were associated with high managerial job performance, the study then compared the results from each country to identify behaviors that were unique to a country and those that recurred across multiple countries. Design/methodology/approach This study draws from an archival database of multisource (360°) feedback rating managerial job performance. Supervisors’ ratings on 23,877 national managers from China, the UK and the USA were examined using simultaneous stepwise regression analysis. Findings This study found that there were unique behaviors associated with high managerial job performance in each country examined. Additionally, the study found that were also behaviors associated with high managerial performance shared between all three countries. Originality/value This study offers another insight to the unique-versus-universal managerial behaviors debate in leadership development literature. Existing literature offers mixed messages regarding universal or unique behaviors across countries. Understanding which key managerial behaviors are associated with perceived high managerial job performance in each country may help to focus the development of these managers and enhance the specificity of selection, coaching, and training initiatives.

Presenteeism negatively affects worker performance. We aimed to know the prevalence of presenteeism in non-academic university staff, identify health problems and associated factors, as well as explore the reasons that led to presenteeism during the COVID-19 pandemic. A cross-sectional study was conducted with a convenience sample of 332 non-academic staff. The Portuguese version of the Stanford Presenteeism Scale (SPS-6) was used, and socio-demographic and occupational data were collected. Participants were divided into groups according to the presenteeism cut-off score (no presenteeists, presenteeists with high job performance, presenteeists with low job performance). Multinomial regression was used to identify occupational and demographic characteristics associated with presenteeism. An open question replies analysis made it possible to explore the reasons for going to work while sick. Presenteeism was experienced by 30.1%. Presenteeism with high job performance was not associated with socio-demographic and work factors. Professionals who performed only physical work (OR = 9.4; 95% CI: 1.7; 51.0) and those who conducted hybrid work (OR = 4.1; 95% CI: 1.8; 9.6) showed a higher risk of belonging to the presenteeist group with low job performance. Financial reasons led professionals to work while sick. This study raises the importance of evaluating presenteeism in non-academic staff to create conditions for them to maintain high performance despite presenteeism and to intervene when there is low performance due to presenteeism.

Work-Life Balance (WLB) is an important factor that the Human Resource Management of private higher education Institution (PHEI) should concern about in order to gain high Job Performance in theinstitution. If there are WLB practices implemented by the university, the Human Resource Department (HRD) must always get feedback from the employees to continuously improve the WLB policy. This will benefit not just the employees but the most important to the PHEI by having a good productivities and high job performance employees. The result shows that most of the employees in the university have good social support from their colleagues at work place, friends and their families. This support have given them inspiration and motivation in doing their job properly and finally they might achieved high job performance. Eventhough the result were positive about the social support the employees receives, the top management including the HRD need to revise their policy of WLBespecially other factors that can influenced the employees to optimized their efforts in doing their job.

Work-Life Balance (WLB) is an important factor that the Human Resource Management of private higher education Institution (PHEI) should concern about in order to gain high Job Performance in the institution. If there are WLB practices implemented by the university, the Human Resource Department (HRD) must always get feedback from the employees to continuously improve the WLB policy. This will benefit not just the employees but the most important to the PHEI by having a good productivities and high job performance employees. The result shows that most of the employees in the university have good social support from their colleagues at work place, friends and their families. This support have given them inspiration and motivation in doing their job properly and finally they might achieved high job performance. Even though the result were positive about the social support the employees receives, the top management including the HRD need to revise their policy of WLB especially other factors that can influenced the employees to optimized their efforts in doing their job

SummaryDespite organizations encouraging employees to improve their job performance to enhance organizational performance, the understanding of the consequences of high performance from the perspective of social comparison remains limited. Drawing on social comparison theory, we develop a framework explaining how upward performance social comparison leads to political behaviors through anxiety. Furthermore, we examine the amplifying effect of social comparison orientation (SCO) on the relationship between upward performance social comparison and anxiety. We introduce the downward leader–member exchange social comparison (downward leader–member exchange social comparison [LMXSC]) to buffer the magnifying effect of SCO. We test the three‐way interaction among upward performance social comparison, SCO, and downward LMXSC using the data collected from a three‐wave survey (Study 1) and a scenario‐based experiment (Study 2), and our hypotheses are supported. Our results reveal an interesting dilemma. Employees' high performance is naturally beneficial for organizations, but those with high SCO and fewer advantages in leader–member exchange social comparison may feel more anxious and engage in political behaviors in response to upward performance social comparison. Our research has practical implications, such as monitoring social comparisons and political behaviors in the workplace and helping employees reduce anxiety.

In order for businesses to survive and gain a sustainable competitive advantage, their employees must be able to create value for their organizations with high job performance. Job performance is a result of employees' unique behaviors that are shaped by their personal characteristics and social, organizational and psychological interactions. The aim of this study is to investigate the interaction between social support, psychological well-being and job performance levels of employees in industrial enterprises. The research was carried out by collecting data using face-to-face survey technique in a textile company operating in Karabuk. The relationships between variables were examined with Pearson Correlation test, and the effect analysis and mediation effect were examined with simple and multiple regression. Results revealed a positive and weak relationship between the level of social support and psychological well-being/job performance, and a positive moderate relationship between psychological well-being and job performance. Regression analysis results show that social support significantly affects job performance and psychological well-being has a full mediating effect on this interaction. According to the results, it was recommended that businesses focus on social support practices to increase the psychological well-being levels of employees and ensure the participation of employees' families in these activities.

To examine how social support at work affects depression and organizational productivity in a work-stress framework. A self-administered survey for 240 workers in a public hospital in the southeastern United States. Social support at work was directly related to high job control, low depression, and high job performance. Social support did not buffer the negative effects of work factors on depression and organizational productivity. Social support at work had a direct and beneficial effect on workers' psychological well-being and organizational productivity without any interaction effect on the work-stress framework.

Many factors affect the work performance of employees the company inthe face of increasingly fierce competition today, it is necessary qualified humanresources so as to face competition and change. Companies desperately needemployees with high job performance so as to give satisfaction to the customer(consumer). Companies that succeed will use core competencies to satisfy consumerneeds. Satisfaction is usually located on high performance. For that corporateleaders must be true - really pay attention to the factors - factors that influenceemployee job satisfaction, which in turn is able to satisfy its corporate customersthat includes, among others, internal and external factors so that more attention soas to give employees job satisfaction.

Bu çalışma, üniversite öğrencilerinin internet bağımlılığı ile beslenme ve egzersiz davranışları arasındaki ilişkinin belirlenmesi amacıyla yapıldı. Tanımlayıcı tipteki bu çalışma, 20.11.2021-20.12.2021 tarihleri arasında Türkiye’de Orta Anadolu Bölgesinde bulunan bir Sağlık Bilimleri Fakültesi’nde yapıldı. Çalışmada evrenin %82’sine ulaşılarak, 597 üniversite öğrencinin katılımı ile tamamlandı. Araştırmanın verileri “Bilgi Formu”, “İnternet Bağımlılık Testi” ve “Beslenme Egzersiz Davranış Ölçeği” kullanıldı. Verilerin değerlendirilmesinde Sperman korelasyon analizi kullanıldı. Katılan öğrencilerin yaş ortalamasının 20.08±1.06 yıl, BKI ortalamasının 21.82±3.10 kg/m2, %84.8’inin kız olduğu saptandı. Öğrencilerin toplam Beslenme Egzersiz Davranış Ölçeği puan ortalaması 131.13±18.76 ve İnternet Bağımlılık Testi puan ortalaması 30.04±10.57’dir. Beslenme egzersiz davranış ölçeği ile internet bağımlılığı testi puan ortalamaları arasında pozitif yönde zayıf düzeyde bir ilişki vardır (p<0.001). Öğrencilerin internet bağımlılığı arttıkça psikolojik yeme davranışı ve sağlıksız beslenme egzersiz davranışı artmaktadır. Üniversite öğrencilerini sağlıklı beslenme konusunda destekleyecek mobil uygulama ya da online derslerin seçmeli ders olarak verilmesi önerilir.

Whereas organizational research has historically focused on the negative effects of workplace gossip behaviors, in this paper, we draw on social information processing theory to examine both the benefits and costs of perceived work-related gossip prevalence. On the one hand, we suggest that perceived work-related gossip prevalence is beneficial to employees’ job performance. Employees who perceive work-related gossip prevalence to be high should experience higher levels of performance pressure. Performance pressure, in turn, should be positively associated with higher job performance. At the same time, however, these same employees will also experience lower levels of psychological well-being due to the lack of emotional ties and trusting relationships that they have with co-workers. We furthermore suggest that both the positive and negative effects of perceived work-related gossip prevalence are moderated by the valence of the gossip prevalence, such that employees feel more performance pressure (and, in turn, higher job performance) and experience worse psychological well-being when the valence of their perceived gossip prevalence is negative.

Purpose: The purpose of this study was to investigate the structural relationship model of self-efficacy, job engagement and job performance of hotel sports instructor. Method: To achieve the goal of this study, a total 197 surveys collected from hotel sport center instructor in Seoul, Gyeong-gi, gangwon and Dae-jeon areas were utilized for analyzing. frequency analysis, exploratory factor analysis, reliability analysis, confirmatory factor analysis, correlation analysis and structural equating modeling were conducted using SPSS 18.0 and AMOS 18.0. Results: The results of this study are follows. 1) self-efficacy of hotel sport center instructor had a positive effect on job engagement. 2) job engagement of hotel sport center instructor had a positive effect on job performance. 3) self-efficacy of hotel sport center instructor had a positive effect on job performance. 4) job engagement mediated the relationship between self-efficacy and job performance of hotel sport center instructor. Conclusion: Therefore, the conclusion of this study can be expected to have high job performance because the higher the self-efficacy of hotel sport center instructor improves the job engagement.

Based on the work-home resource model perspective, a dual-path mediation model is constructed, and hypothesis testing is performed through data analysis. Studies have shown that high job performance can directly promote employees' self-efficacy through the resource gain pathway, thereby directly promoting their work-family gain, and can strengthen employees' self-depletion through the resource depletion pathway, thereby indirectly exacerbating their work-family conflict. The theoretical value of the research is that it opens up a new perspective for the research of high-performance employees in the organization and verifies the scientificity of the work-family resource model. In addition, it also provides practical inspiration for the management of high-performance employees in enterprises.

Executive succession is one of the most important events in organization, which has strong implications for future organizational performance. According to the literature analysis, effective and successful socialization is mutually advantageous for organizations and for individuals. It is agreed that the successor's socialization process has an impact for future organizational performance success. Among the outcomes of successful socialization there are newcomer's job satisfaction, commitment to the organization, longevity in the organization, performance proficiency and some others. Application of socialization theory allows to foresee why some CEO successions lead to a change in an organization's strategic direction while others do not. However, how the socialization process differs in differently sized organizations still requires further discussions and elaborations. The paper explores the stages of executive succession, executive integration process received as taking charge and socialization, and describes socialization outcomes. The authors revealed that a limited attention is paid to the analysis of executive's socialization differences in small, medium and large organizations. The paper aims to identify the elements of executive successor's socialization process and explore how they differ in small, medium and large organizations. After exploring the elements of executive socialization process, the conceptual model was developed. A quantitative research methodology was employed in order to identify the executive socialization differences in small, medium and large organizations. The survey was implemented in rapidly growing or/and most profitable Lithuanian organizations which experienced the CEO change within the last 3 years. The results of the survey revealed that the success of executive socialization was moderate in all differently sized organizations. Socialization process in organizations received a rank mean from 7.41 to 7.81 and indicated that there was room for improvement. However, the differences of executive's socialization process in differently sized organizations were revealed. In small organizations, proactive leadership effectiveness is higher than in medium or large organizations, i.e. newly appointed executives tend to more enhance their own transition experience. In a large organization, the selection and pre-hire planning process is better organized and implemented than in small and medium organizations. In medium size organization, selection and pre-hire planning, proactive leadership effectiveness and acculturation process received the lowest rank means comparing to small and large organizations. The results of the survey allowed identifying the differences of socialization process in small, medium and large organizations and indicating the gaps for improvement. Therefore, further research should be carried out identifying the executive socialization improvement elements in the context of executive succession.http://dx.doi.org/10.5755/j01.ee.22.4.718

Small organizations have been claimed to manage their requirements in ways that bear no relation to what the textbooks say, and what is taught in undergraduate courses. This paper explores software engineering (SE) practices in five small and medium-sized organizations in order to gain a deeper understanding on how cooperative and human aspects of the SE-related practices differ in small organizations compared to the larger ones. The paper illustrates, in detail, the central role of human collaboration in small organizations and the challenges an organization meets when it begins to grow and lose opportunities for face-to-face collaboration. The findings of this study suggest that studies on using social media are a valuable addition to software engineering research agenda.