Job Performance Model Based on Employees’ Dynamic Capabilities (EDC)

Agnieszka Bieńkowska,Katarzyna Tworek

doi:10.3390/su12062250

Agnieszka Bieńkowska, Katarzyna Tworek

Open Access

https://doi.org/10.3390/su12062250

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Abstract

This article concerns the newly developed construct—EDC (Employees’ Dynamic Capabilities)—and the mechanism of its influence on the job performance of contemporary employees aiming to contribute to the sustainable development of organizations. EDC seems to be especially important in a modern, dynamically changing work environment, in which obtaining sustainability is not possible without dynamic capabilities, and EDC should be included as the element of organizational dynamic capabilities. The paper aims to define and characterize EDC and then develop a mediation model of EDC influence on job performance, introducing the person–job fit, work motivation, job satisfaction, work engagement and organizational commitment as potential mediators related to sustainable development. The model is empirically verified based on the sample of 550 employees from Poland and USA (research carried out in December 2018) using factors analysis for verification of EDC as a new construct and then regression analysis with mediators for the verification of the proposed model. The results confirmed the role of person–job fit, work motivation, job satisfaction and work engagement as mediators of the analyzed relation, underlining the mechanism of the EDC influence on job performance. The empirical research confirms that EDC influences job performance in a way that is crucial for achieving sustainable development of organizations.

Highlights

The concept of Dynamic Capabilities (DC), as meta-capabilities, is gaining interest in theory and in practice of management
It is important to note that path analysis, has “provided researchers with powerful analytic tools by which to test simultaneously nomological frameworks specified a priori” [117]. Since this analytic technique “enables to specify the proposed network among factors and test the adequacy of the proposed network to explain relations among data collected” [117], it simultaneously can be used in the process of nomological validation of Employees’ Dynamic Capabilities (EDC) construct, which is aimed at the analysis of the behavior of constructs and measures in forms of testing formal hypotheses derived from the nomological network [118]
The new construct of EDC was introduced, defined and structured with four dimensions: Sensitivity to changes in the environment, the ability to adapt to changes in the environment, the ability to solve problems in the workplace and the ability of continuous personal development together with its measurement scale

Summary

Introduction

The concept of Dynamic Capabilities (DC), as meta-capabilities, is gaining interest in theory and in practice of management. 1107) underlined that DC can be understood as “the firm’s processes that use resources— the processes to integrate, reconfigure, gain and release resources—to match and even create market change”. In the current turbulent environment, DC is rather taking the form of “simple, empirical, unstable, difficult-to-predict processes based on quickly created knowledge to adapt to the environment” [7] There is a gap in the literature, which too often treats organizational dynamic capabilities as a homogenous notion [5,7]. It does not allow to precisely analyze the nature and role of employees and their dynamic capabilities in contemporary organizations, even though it is a subject of great importance for those organizations

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