The Impact of Job Satisfaction on Job Performance in Remote Work Contexts: An Empirical Investigation Using the JD-R Model

The aim of this study was to identify specific management practices that promote the psychological health of remote workers in the context of the COVID‐19 crisis. A two‐round Delphi study was conducted among 28 teleworkers and 22 managers. A list of 60 specific management practices was presented and participants had to identify whether each one could be used in the current remote working context and, if so, how useful it was to promote psychological health at work. Results indicate that most specific management practices usually used in a face‐to‐face setting can also be used in a remote context (85%). Practices that show consideration, establishing work structure, and allowing flexibility were also identified as the most useful to promote remote workers' psychological health during the pandemic. This study contributes to the advancement of knowledge about specific management practices, remote working, and crisis management. It also suggests specific practices that managers can adopt to promote the psychological health of their employees during a period of crisis, even while managing from a distance.

This study attempts to present a model in explaining a mechanism which ensures job performance of employees. A series of activities, which were already well researched in an isolated manner in different contexts were incorporated to develop this model. The literature-based data compilation was done to develop this model. Thereby, the Job Demand Resource Model (JD-R model) has been adopted to examine the impact of employees’ perceptions of High-performance Human Resource Practices (HPHRPs) and their job performance through personal resources such as self-efficacy and proactive personality. Therefore, when HPHRPs offer job resources to the employees, they can utilize the resources such as knowledge, skills and ability to build and enhance their personal resources to ensure their job performance in the work context. However, the JD-R model does not enough explain to make the resources connection process by the employees to be different, then resulting in varying their job performance levels. The main aim of this study is to address this lacuna by explaining to what extent employees have perceived that HPHRP has an impact on their job performance through self-efficacy and proactive personality. The main theoretical contribution is that it integrates HPHRPs, personal resources, and employees’ job performance within the same conceptualization by expanding the boundary conditions of the JD-R model. Further, this paper would make theoretical contributions and implications for managers and academics in this field.

With a focus on the Job Demands – Resources model (JD-R model), this paper examine the effect of the uncertain work environment (UWE) as an independent variable to explore the relationship between the job demands (JD) as moderating variable and job resources (JR) the mediator on employee job performance (JP). Commercial Banks of South Sudan employees were investigated through the distribution of 256 questionnaires, and 160 questionnaires were returned, which formed a response rate of 62.5%. The study hypothesized that; H1. The uncertain work environment has a negative influence on employee work performance, H2. Uncertain work environment affects job resources negatively , H3. Job resources have a positive impact on employee work performance , H4 . Job demands moderate the effect of job resources on work performance , H5 . Job demands moderate the influence of uncertain work environment on job resources and H6. Job demands moderate the impact of the uncertain work environment in work performance. Results confirm that (UWE) affect the (JP). They have a significant negative influence on (JP), (JR) has a substantial impact with (JP), (JD) had a significant negative influence on relationship between (UWE) and (JP)through (JR), and (JD) moderate the impact of (UWE) on (JR) positively. Keywords: Uncertain Work Environment, Job Demands, Job Resources, Job Performance, JD-R model, Commercial Banks of South Sudan DOI: 10.7176/EJBM/12-5-07 Publication date: February 29 th 2020

The present study aims to investigate the extent to which demands and resources at work affect the job performance of doctors and the extent to which there may be other variables such as family support and job crafting that may be associated to job performance. We also aim to observe the effects of the Covid-19 pandemic in the physicians' job performance. A numaber of 227 physicians from public clinics and hospitals completed a set of questionnaires measuring job performance, job crafting, and family support. Of these, 123 participated in the study during the Covid-19 pandemic, and the remaining 104 before the pandemic. The results show that the job demandsresources model predicts the physicians’ performance and job crafting is a significant mediator of this relationship. Contrary to our expectations, family support does not moderate the relationship between demands, resources and job performance. The comparison between groups showed higher levels of work pressure, emotional demands and constraints for the physicians assessed pre-pandemic and also for feedback, social support, feedback from supervisors, and development opportunities for the physicians assessed during the pandemic. Unsignificant differences were found in job performance and job crafting. This study brings a new perspective on the JD-R model by introducing a new moderator in the relationship between demands, resources, job crafting and job performance, providing additional understanding of the model by investigating differences between pre- and pandemic groups.

The competition in higher education has increased, while lecturers are involved in multiple assignments that include teaching, research and publication, consultancy, and community services. The demanding nature of academia leads to excessive work load and stress among academicians in higher education. Notably, offering the right motivational mix could lead to job satisfaction and performance. The current study aims to demonstrate the effects of extrinsic and intrinsic motivational factors influencing job satisfaction and job performance among academicians working in Malaysian private higher educational institutions (PHEIs). Cross-sectional data were collected from the Malaysian PHEIs and the randomly selected 343 samples. The data analysis was performed with the dual analysis of partial least square structural equation modeling (PLS-SEM) and artificial neural network (ANN) analysis. As a result, it was found that financial rewards, promotion, performance appraisal, classroom environment, and code of conduct significantly predicted job satisfaction. The code of conduct, autonomy, and self-efficacy strongly influenced job performance. The relationship between job satisfaction and job performance was highly moderated by self-efficacy. It was suggested from the ANN analysis that the three prominent factors influencing job satisfaction are financial rewards, performance appraisal, and code of conduct. The analysis supported three significant factors influencing job performance: self-efficacy, performance appraisal, and code of conduct. The management of PHEIs should build the correct policies to transform job satisfaction into job performance. Self-efficacy plays an essential role in activating job performance. Other significant motivating factors that promote job satisfaction and performance, such as emotional intelligence, mindfulness, and other personal traits, should be included in future studies. In addition, future research could use a mixed-method or multi-respondent approach to investigate the important variables and their impact on lecturers’ job satisfaction and performance.

This study is determined the relationships of job satisfaction, performance level, and supervisory practices of Management in Adventist Medical Center Manila to come up with the policy that was proposed which may be used to improve the job, performance level and supervisory practices of the employees. This study utilized descriptive research design, which, according to Fain (2013) “describe(s) and explain(s) the nature and magnitude of existing relationships without necessarily clarifying the underlying causal factors in the relationship.” This study is both descriptive and correlational. The subjects of this research study were the one hundred fifty (150) employees who were currently employed as regular and fifty-eight (58) managers in Adventist Medical Center Manila, consisting resident doctors and managers of different divisions/department. The total population of managers is fifty-eight (58). All the 58 managers agreed to became respondents. The following findings were obtained: All of the employees’ job satisfaction indicators have the interpretation Satisfied. The overall weighted mean is 3.923 and and interpreted as Satisfied with the standard deviation equivalent to 0.1994; the employees’ job performance overall weighted mean is 3.692 and interpreted as Moderately Agree. This implies that the employees believed that they perform well based from the assigned task with less supervision and close monitoring; he overall weighted mean is 4.862 and interpreted as Strongly Agree with a standard deviation of 0.064. This implies that the middle managers believed that they consistently follow certain supervisory practices to ensure the success of their organization; It was found out that there is no significant relationship between the level of job performance and level of job satisfaction. Thus, the null hypothesis which states that there is no significant relationship between the level of Job Satisfaction and Job Performance of the respondents is accepted; The middle managers’ supervisory practices affects the employees’ job satisfaction; hence, the null hypothesis - there is no significant relationship between job satisfaction and supervisory practices is rejected. This is supported by the findings of the study of Hamzah, et al. (2013) which revealed that supervision practices have a positive and strong relationship with job satisfaction. In other words, if the level of supervision practices decreases, so will employees satisfaction; and the job performance and supervisory practices are significantly related, therefore the null hypothesis - there is no significant relationship between job performance and supervisory practices is rejected. The middle managers’ supervisory practices play an important role and have an effect on the employees’ job performance.

Given the endemic challenges of low productivity, corruption and weak service delivery facing public sector organizations in Nigeria, investigating drivers of performance is crucial for improving governmental effectiveness. This study explores the impact of Public Service Motivation (PSM) on the job performance of Nigerian federal civil servants, with job satisfaction and Person-Organization Fit (POF) as mediators. Using a questionnaire and data analysis with PLS-SEM, the study finds that PSM has a significant effect on job performance, partially mediated by job satisfaction and POF. The study also reveals that high levels of PSM and POF are necessary conditions for high job performance among public servants in Nigeria. The findings highlight the importance of increasing public servants’ PSM levels and promoting better alignment with their organizations to enhance job satisfaction, motivation, and performance.

This paper provides background information about the underpinning theory of the model of job demands-resources model (JD-R model), which is the conservation of resources theory. The Conservation of resources (COR) theory became highly popular among researchers. Conservation of resources (COR) theory postulates the link between job demands-resources, personal resources, organizational commitment, work engagement, turnover intentions, and job performance. This paper discusses COR theory, which is the main theory that underpins the present research. This paper reviews the assumptions and development of the theory and presents an overview of important findings obtained with the theory and its association with JD-R model. The paper concludes with an agenda for future research and a brief discussion of the practical application of the theory in JD-R model.

The study is done to analyse impact of human resources management practices on job performance and job satisfaction of employees in State-owned enterprises in Hanoi. The impact of human resources management on job performance and job satisfaction analysis through 321 questionnaires surveyed by employees working in State-owned enterprises. By applying the exploratory factor analysis, confirmatory factor analysis, structural equation modeling, the study aims to evaluate the impact of human resources management practices on job performance, job satisfaction, and the relationship between job performance and job satisfaction. The research results showed that that there is a positive relationship between human resources management practices and job performance, job satisfaction of employees working at the State-owned enterprises. In addition, the analysis results also pointed out that job performance has a positive impact on job satisfaction of employees. The result of the study suggested some important implications for State-owned enterprises to increase job performance and job satisfaction of employees of employees working at the State-owned enterprises in Hanoi in the future.

Studying the role of religion and its relationship to work outcomes is not new in cross-culture management, especially in globalization with the increase of interaction in cross-cultural settings. Islamic work ethics (IWE) have attracted the attention of academics studying the attitudes and behaviors of workers in Muslim societies. This study investigates the role of IWE as a mediator in the relationship between job satisfaction and performance. A stratified sampling technique was used to select 11 emergency departments from hospitals in Jordan. In total, 475 questionnaires were distributed to healthcare providers. Only 299 questionnaires were completed and returned to the research team. Data were analyzed using IBM SPSS version 25. Descriptive analysis, correlation, Cronbach alpha, and regression analyses were performed. The findings indicated that job satisfaction has a significant positive impact on IWE and job performance (B = 0.66, p < 0.001), (B = 0.58, p < 0.001), respectively. The findings also indicated that IWE directly and positively affects job performance (B = 0.70, p < 0.001). Overall, the results supported that IWE partially mediates the relationship between job satisfaction and performance. Similarly, job satisfaction was also found to be an essential predictor of IWE. In addition, job satisfaction indirectly affects job performance through IWE. Therefore, IWE plays an essential role in job satisfaction and performance relationship. This study is an attempt to create a conceptual framework that incorporated IWE into the relationship between job satisfaction and performance in the Arab working culture and tried to broaden the cross-cultural management study of religion by investigating the mediation role of IWE in the relationship between job satisfaction and performance. The current study contributes to expand our understanding of the importance of IWE to the relationship between job satisfaction and performance in the Arab cultural context, which has received less attention in management research.

Aims: The Agricultural Technology Management Agency (ATMA) is a registered society that serves as an institutional platform linking research and extension activities at the district level. It promotes decentralized decision-making through a bottom-up planning process. At the block level, Block Technology Managers (BTMs) and Assistant Technology Managers (ATMs) provide critical technical and knowledge support to farm schools, farmer groups (FFs), Farmer Interest Groups (FIGs), Farmer Producer Organizations (FPOs), and individual farmers. With this in mind, the present study was undertaken to measure the relationship between the profile characteristics of ATMs and their job perception and job performance under ATMA in North Karnataka. Study Design: Ex-post facto design. Place and Duration of Study: The study was conducted across all seven districts under the jurisdiction of UAS Dharwad, namely Bagalkot, Belgavi, Dharwad, Gadag, Haveri, Uttar Kannada, and Vijayapura in North Karnataka. The study was conducted in the year 2023. Methodology: Data collected from a sample of 90 ATMs. Thirteen independent variables were selected for the study. Using Principal Component Analysis (PCA), the data were reduced to five dimensions. Multiple regression analysis was then employed to assess the contribution of these factors to job perception and job performance. Results: Variables/indicators such as rural/urban background, ICT utilization, job involvement, and job satisfaction are all positively correlated and explain 26.234% of the total variance. Collectively, they represent a latent factor, which we have termed “Professional Standards”—a major determinant of both job perception and job performance. The results revealed that 69.30% of the variance in job perception was explained by factors such as professional standards (rural/urban background, ICT utilization, job involvement, and job satisfaction), and experience of ATMs. Similarly, 51.60% of the variance in job performance was attributed to professional standards. These findings emphasize the importance of the determinant, professional standards, in influencing both job perception and performance. Conclusion: The study concludes that providing ATMs with training in areas such as ATMA, Strategic Research and Extension Plan (SREP), Block Action Plan (BAP), and e-extension tools will enhance their job involvement and satisfaction, ultimately improving their job perception and performance under the ATMA framework. Additionally, the findings suggest practical implications for recruitment, ICT support, and motivation strategies to strengthen professional standards, thereby improving the efficiency and impact of extension delivery.

Developing a structural equation model from Grandey's emotional regulation model to measure nurses' emotional labor, job satisfaction, and job performance

Emotional intelligence has a substantial impact on job performance, decision-making, leadership, motivation, and effective management. This study investigates the correlation between emotional intelligence, job satisfaction, and job performance among senior high school teachers in the Bia West District of Ghana. The study's primary purpose is to investigate the impact of emotional intelligence on teachers' job satisfaction and, consequently, their job performance. A quantitative descriptive survey design was employed to examine these relationships. The study's participants comprised 102 teachers selected through a multi-stage sampling method, utilising census and quota sampling techniques. Data was collected using three main instruments: the Emotional Intelligence Scale, Job Satisfaction Questionnaire, and Job Performance Questionnaire, which were subjected to validity checks through pilot testing. The reliability coefficients for the instruments were found to be acceptable, with Cronbach's alpha values of 0.79 for emotional intelligence and 0.80 and 0.79 for job satisfaction and performance, respectively. The data collected were analysed using SPSS to determine the relationships among the variables. The findings revealed significant positive correlations between emotional intelligence and job satisfaction (r = 0.349, n = 102, p < 0.0001) and between emotional intelligence and job performance (r = 0.368, n = 102, p < 0.05). This suggests that teachers with higher emotional intelligence tend to experience greater job satisfaction and perform more effectively. The study concludes that emotional intelligence is a vital predictor of teacher job satisfaction and job performance. A teacher with high-level emotional intelligence is less likely to be severely impacted by stressors than those with low emotional intelligence. Emotional intelligence enhances teachers’ ability to work in teams and ensure organisational effectiveness. The study recommends that the Ministry of Education should integrate emotional intelligence assessments into teacher recruitment and training to improve classroom effectiveness. By prioritising emotional intelligence in teacher professional development programs, educational authorities can foster a more committed and effective teaching workforce, ultimately benefiting students' academic outcomes.

From the perspective of COR theory and based on JDR model, the research explores the relationship between work connectivity behavior after-hours and teachers' job performance including their influence path. Through the investigation and data collection of 542 senior high school teachers, the study draws the following conclusions: ① Work connectivity behavior after-hours has a negative impact on work performance ② Work connectivity behavior after-hours has a positive effect on job burnout ③ Job burnout partially mediates the relationship between work connectivity behavior after-hours and job performance ④ Role pressure positively moderates the effect of work connectivity behavior after-hours on job performance through job burnout.

<p><span><em>The purpose of this research is to examine the relationship between selfefficacy and job performance; job satisfaction and job stress as a mediating variable. </em><span><em>This research also investigates the impact of job satisfaction on job performance </em><span><em>and job stress on job performance. Variables in this research were measured with a </em><span><em>survey of 109 insurances salespersons in Yogyakarta and Semarang. Path Analysis </em><span><em>were used to examine the effects of self-efficacy and job performance, job satisfaction </em><span><em>on job performance, and job stress on job performance. </em></span></span></span></span></span></span><em>Results showed that the relationship showed that self-efficacy significantly related </em><em>to job satisfaction and performance, but no significant relationship existed with </em><em>job stress. It also showed that job satisfaction partially mediated the relationship </em><em>between self-efficacy and job performance. In addition, this research found that job </em><em>stress not mediated the relationship between self-efficacy and job performance. There </em><em>is no significant relationship existed between job stress and job performance but this </em><em>research showed that job satisfaction significantly related to job performance.</em></p>