Development and preliminary validation of the work-unit performance questionnaire

Jonathan Seland,Carl C Theron

doi:10.4102/sajems.v24i1.3926

Abstract

Background: Serious shortcomings are identified in the Performance Index (PI), developed by Spangenberg and Theron (2004). Attempts are made to correct these shortcomings.Aim: The primary objective of this research study was to develop and preliminary validate a generic Work-Unit Performance Questionnaire, based on the Performance Index of Spangenberg and Theron (2004), correcting shortcomings identified in that particular PI.Setting: The study used convenience sampling that consisted of 202 respondents from a variety of South African industries. The article draws on findings in the thesis of Seland (2019).Methods: The development and preliminary validation of the Work-Unit Performance Questionnaire (WUPQ) was required. The WUPQ consists of dual subscales, the Work-Unit Competency Questionnaire (WUCQ), which consists of seven latent behavioural competency variables, and the Work-Unit Outcome Questionnaire (WUOQ), which consists of six latent outcome variables.Results: Both measurement models (WUCP WUOQ) showed close fit; however, two factor loadings in the WUCQ measurement model had to be constrained. Reasonable structural model fit was found in the sample. Support was found for 11 of the original 21 path-specific substantive hypotheses and for an additional hypothesis.Conclusion: The proposed model can be used by managers, with caution due to the intentional exclusion of competency potential and situational variables, to diagnose poor work-unit performance. Furthermore, it is encouraged that this research be the starting point for further analyses of work-unit performance and advance validation of the instrument.

Highlights

Organisations consist of many collaborative activities that can only be performed through a system of connected departments in order to function efficiently and effectively, and to obtain the triple bottom line of generating profit, serving people and the planet (Elkington 1998; LopezCabrales & Valle-Cabrera 2020; Slaper & Hall 2011)
The impact of human resource department (HR) through various interventions and labour practices, is vital to the attainment of the triple bottom line. This impact of HR interventions and labour practices is based on the knowledge that human capital is the most important asset in an organisation and all other factors of production rely on the performance of the workforce (Kaur & Kaur 2017; Theron 1999)
It is essential to understand what comprises work-unit performance, and validly acknowledge the structural manner in which the latent constructs of work-unit performance combine in order for HR practitioners to successfully improve work-unit performance

Summary

Introduction

Organisations consist of many collaborative activities that can only be performed through a system of connected departments in order to function efficiently and effectively, and to obtain the triple bottom line of generating profit, serving people and the planet (Elkington 1998; LopezCabrales & Valle-Cabrera 2020; Slaper & Hall 2011). To obtain the central goals of an organisation, these aforementioned departments must operate in an efficient and effective manner. One of these functions is the human resource department (HR). The impact of HR through various interventions and labour practices, is vital to the attainment of the triple bottom line. This impact of HR interventions and labour practices is based on the knowledge that human capital is the most important asset in an organisation and all other factors of production rely on the performance of the workforce (Kaur & Kaur 2017; Theron 1999).

Objectives

Discussion

Conclusion