Unravelling the temporal dynamics of employee sustainable performance: psychometric properties and exploratory longitudinal insights

The purpose of current research study is to examine the impact of Emotional Intelligence (EI) on Individual Work Performance (IWP) of employees. We propose a theoretical framework whereby Emotional intelligence positively affects employees work performance directly as well as thorough its positive effect on decision making, mediating their relationship. Work performance was classified into Task performance, Contextual performance and Adaptive Performance. To establish the empirical validity of the proposed model, we conducted a cross-sectional survey with 135 employees working in different sectors of Pakistan. Data was collected through close ended questionnaire and was analyzed using Confirmatory factor analysis, Structural Equation Modeling and Bootstrapping through SMART PLS software. The Mediation impact of decision-making style was investigated between the relationship of Emotional Intelligence and Individual Work Performance as well as between the relationship of Emotional Intelligence and sub-dimensions of individual work performance (Task Performance, Contextual Performance and adaptive performance). Impact of Emotional intelligence was also checked directly on the sub-dimensions of individual work performance (Task Performance, Contextual Performance and adaptive performance). Moderation impact of age and gender was also explored on the influence of Emotional Intelligence on Task Performance, Contextual Performance and adaptive performance. The results showed that decision making styles significantly partially mediates the relationship between Emotional Intelligence and Individual work performance. Decision making styles significantly partially mediates the relationship between Emotional Intelligence and sub-dimensions of individual work performance (Task Performance, Contextual Performance and adaptive performance). Moderating effects of gender and age were not found significant. Impact of EI was also found to be direct and significant on the sub-dimensions of IWP (Task Performance, Contextual Performance and adaptive performance. This research would help employers in understanding that if they will pay specific attention to the Emotional Intelligence of employees then that would be helpful in increasing the work performance of the employees. Keeping this in view they can design their recruitment, selection and employee development policies.

The study aimed to determine the correlation between self-efficacy and work performance as mediated by the work environment. To support the theory of study, literature was reviewed. The study used the descriptive correlational research design and to gather the data, questionnaires were used. The population of the study was all the faculty and employees of the Divine Word Colleges in the Ilocos Region, Philippines. The study found that their self-efficacy is high and it affects the work performance specifically task and contextual work performance but no correlation with the counterproductive behavior. The study found that work environment affects self-efficacy and work performance along with the three dimensions such as task performance, contextual performance, and counterproductive work behavior. Therefore, the hypotheses of the study are accepted.

Leadership is essential in nursing and healthcare management since it influences team dynamics, job satisfaction, and patient outcomes. Effective leadership can foster a collaborative environment, enhance work performance, and mitigate challenges such as staff burnout and high workloads. This study examines the impact of different leadership styles on the work performance of nurses at The Medical City South Luzon and aims to develop leadership guidelines to enhance nurse performance and workplace engagement. A correlational research design was mployyed to analyze the relationship between leadership styles and nurse performance. Data were collected from 64 staff nurses through a structured survey, measuring perceptions of leadership styles and work performance. Statistical analyses, including Pearson correlation, t-tests, and ANOVA, were used to determine significant differences and relationships between leadership styles and work performance indicators. Findings revealed that Laissez-faire leadership received the highest perception rating (M = 3.29, SD = 0.44), followed by Democratic leadership (M = 3.09, SD = 0.54), indicating a preference for flexible and participatory leadership styles. Work performance analysis showed that task performance (M = 3.67, SD = 0.57) was rated higher than contextual performance (M = 2.80, SD = 0.45), suggesting that nurses excel in their core job responsibilities but have room for improvement in teamwork and workplace engagement. Among demographic factors, sex was the only significant variable influencing work performance (p = 0.034, F = 4.71), while age, marital status, education, and experience showed no significant differences. A moderate positive correlation (r = 0.4866, p < 0.001) was found between leadership styles and work performance, confirming that leadership has a meaningful impact on nurse performance. The results suggest that transformational and democratic leadership styles should be encouraged to enhance nurse engagement and work performance. The study highlights the need for structured leadership training, mentorship programs, and incentive-based recognition to improve both task and contextual performance. Additionally, addressing gender disparities in leadership and work performance through equitable policies is recommended. These findings provide a foundation for developing evidence-based leadership guidelines to optimize nurse performance and improve healthcare outcomes.

PurposeThis study answer calls for research on host country nationals (HCNs) by examining factors that may influence HCN task performance and contextual performance during work with their self-initiated expatriate (SIE) colleagues.Participants and MethodsData on personality traits (extraversion, openness), socialization self-efficacy, and frequency of interaction, task, and contextual performance were collected by surveying 373 Chinese HCNs. The first author recruited the HCNs through SIEs working and living in China. SIEs who participated in this project provided the email addresses of HCNs with whom they worked.ResultsThe frequency of interactions fully mediated the relationship between (a) extraversion with task and contextual performance and (b) openness with task and contextual performance. Only socialization self-efficacy moderated the mediating effects of extraversion on task performance via the frequency of interaction; it also moderated the mediating effects of openness on contextual performance via the frequency of interactions, but not in the hypothesized direction.ConclusionThis study investigated the neglected stakeholder in the expatriation process, namely, HCNs, and what factors may impact HCNs’ performance during work and collaboration with their SIE colleagues.

Competition in hotel business make owner hotels vying to give the best hotel image. Hotel's performance can't be separate from task and contextual performance's employees. Factors that influencing task and contextual performance's employees are role ambiguity and workload. So, the research was conducted to see how influence of role ambiguity and workload to task and contextual performance's employees.This research was conducted at six non star hotels in Semarang with the number of respondent who took part in were 131 employees. The collection of data was using questionnaire techniques. The data analysis technique in this research is SEM or Structural Equation Modeling.Based on the result calculated by AMOS 16, the obtained result that all the hypotheses proposed was acceptable. Role ambiguity had negative impact and significant on employee's task performance, Role ambiguity had negative impact and significant on employee's contextual performance, workload had negative impact and significant on employee's task performance and workload had negative impact and significant on employee's contextual performance. The research had shown that role ambiguity was the largest factor influencing the employee's task and contextual performance. Based on the above findings, the model proposed in this research could be accepted.

The Importance of Occupational Self-Efficacy Moderation on the Organizational Cynicism Forms and Employee Task and Contextual Performance Relationships

To test the relationship between psychological empowerment and R&D employees' work performance (including task performance, contextual performance and innovation performance), and the moderating effect of Locus of Control, we collected paired data of 189 R&D employees and their supervisors from a large foreign-funded R&D institution in China. The results show that psychological empowerment has significant positive influence on R&D employees' task performance, contextual performance and innovation performance. In case of ‘internals,’ the impact of psychological empowerment on contextual and innovation performance is more significant than for ‘externals.’ The article concludes with a discussion of the theoretical values of this study, and its implications for managements in practice.

Assessing the risk perception of workers can be very informative in predicting their behavioral outcomes, including task and contextual performance. Yet, research to assess the effect of risk perception on task performance and contextual performance remains scarce. Thus, this study explored the effect of risk perception of work-related musculoskeletal disorders on task and contextual performance in nurses. This study further examined safety behavior as a mediator of these relationships. Using structural equation modeling, the researchers examined these relationships by employing a cross-sectional survey with a quantitative approach. The data was collected via questionnaires from 382 nurses who work in three major hospitals in Accra Metropolis, Ghana. The results showed that nurses' risk perception positively influenced their task and contextual performance, and that safety behavior partially mediated the effects of risk perception on task and contextual performance. This study offers a theoretical framework and empirical evidence for the concept of risk perception and its association with safety behavior, task, and contextual performance. To the best of our knowledge, this is the first study to assess the relationships that exist among these variables. Thus, future studies are needed to verify the causality of the relationships.

The research aims to perform an intergenerational analysis regarding the impact of counterproductive behavior and contextual performance on employees' task performance. The analysis is performed on a convenience sample of 165 employees from three different generations who work in the banking system. The results show that (1) 33.50% of task performance variance is determined by the variance of contextual individual performance and counterproductive behavior, (2) 13% of the variance of contextual individual performance can be explained by the variance in counterproductive behavior, (3) 33.70% of the variance of contextual organizational performance can be explained by the variance of task performance and counterproductive behavior. In addition, significant differences appear regarding the influence of (1) the counterproductive behavior on the contextual performance (Generation X vs. Y), (2) the contextual individual performance on task performance (Generation X vs. Z), and (3) the counterproductive behavior on the contextual individual performance (Generation Y vs. Z).

Existing literature on the impact of intrapreneurial behavior on performance has been largely focused on individual and organizational-level performance. As a matter of conjecture, managers are assumed to display higher competence than their subordinates (operational staff) in marketing organisations. Empirical evidence is scanty on the comparison/s between managers and operational staff, on the influence of intrapreneurial behaviors on task and contextual performance in pharmaceutical marketing organisations. This paper builds on role theory to examine employee-level differences (managers vs operational staff) by testing the influence of intrapreneurial behaviors on task and contextual performance in a pharmaceutical marketing context. Covariance-based multigroup structural equation modelling in LISREL was used to develop the model and address this gap. Data was collected using a self-reported online questionnaire from 220 participants composed of managers (n=58) and operational staff (n=162) in the pharmaceutical marketing industry in Nigeria. Confirmatory factor analysis established the validity of constructs. Multigroup confirmatory factor analysis established configural invariance among the groups, justifying a multigroup analysis. Intrapreneurial behavior positively influenced task and contextual performance in the general path model. Risk-taking behavior had no impact on task and contextual performance. Managers showed stronger proactive behavior on task and contextual performance compared to operational staff, while the latter group had stronger innovative behavior impact on task performance only. The study identified the low risk-taking propensity of employees as a gap in intrapreneurial behavior. Therefore, it proposes risk management training for both managers and operational staff. The study concludes that intrapreneurial behavior aligns more with proactivity for managers, while operational staff tend to be more innovative toward their core responsibilities.

OF THE THESIS THE RELATIONSHIP BETWEEN COGNITIVE ABILITY, THE BIG FIVE, TASK AND CONTEXTUAL PERFORMANCE: A META-ANALYSIS by Alexander Alonso Florida International University, 2000 Miami, Florida Professor Chockalingam Viswesvaran, Major Professor For years, researchers and human resources specialists have been searching for predictors of performance as well as for relevant performance dimensions (Barrick & Mount, 1991; Borman & Motowidlo, 1993; Campbell, 1990; Viswesvaran et al., 1996). In 1993, Borman and Motowidlo provided a framework by which traditional predictors such as cognitive ability and the Big Five personality factors predicted two different facets of performance: 1) task performance and 2) contextual performance. A meta-analysis was conducted to assess the validity of this model as well as that of other modified models. The relationships between predictors such as cognitive ability and personality variables and the two outcome variables were assessed. It was determined that even though the two facets of performance may be conceptually different, empirically they overlapped substantially (p= .75). Finally, results show that there is some evidence for cognitive ability as a predictor of both task and contextual performance and conscientiousness as a predictor of both task and contextual performance. The possible mediation of predictor-criterion relationships was also assessed. The relationship between cognitive ability and contextual performance vanished when task performance was controlled.

Background: Performance appraisal is an essential function implemented by the healthcare organization to gauge an individual's performance while delivering quality care. The present study aimed to evaluate the interrelationship between appraisal and the doctor’s task performance measures. Methodology: A causal study was conducted on a sample of 270 doctors working at Dr. Ruth Pfau Civil Hospital and Jinnah Postgraduate Medical Centre (JPMC) in Karachi, using a deductive approach. An adapted questionnaire was used to examine the specified variables concerning appraisal, task and contextual performance. The collected data was examined using Analysis of Moment Structures (AMOS) and SPSS version 20.0. Results: There was a significant impact of performance appraisal on doctor’s task performance and contextual performance as indicated by the study results. A moderate significant relationship was observed between performance appraisal and doctor’s task performance (r = 0.383; p<0.01), while a strong significant relationship was detected between performance appraisal and doctor's contextual performance (r=0.874; p<0.01). Conclusion: It is concluded that the implemented performance appraisal practices influence doctor's task performance and contextual performance.

The purpose of this paper is to investigate the influence of transformational leadership behaviors work performance in the context of Omani governmental organizations. The research emphasizes that transformational leadership is a crucial element to enhance employees' performance. Transformational leadership Inventory was used to measure transformational leadership behaviors. Contextual and task performance were used to measure work performance. Quantitative survey method was applied and a sample of 335 middle-level managers of Omani public civil service organizations was selected to answer the instrument. Analysis of Moment Structures (AMOS) was utilized to analyse the collected data and test the research questions, and hypotheses. The techniques of data analysis comprised descriptive statistics, a Confirmatory Factor Analysis (CFA), and a Structural Equation Modeling (SEM) analysis. The empirical results indicate that transformational leadership behaviours (core transformational leadership, providing individualized supports, intellectual stimulation, and setting high performance expectation) have a significant impact on contextual performance. Whereas, core transformational leadership and providing individualized supports have a significant impact on task performance. k'>. Cronbach's Alpha was 0.885. The finding revealed that nurses supply, mostly from Secondary School (84%). A critical demand for more nurses 30%-40% in certain units due to high work load. Most of the nurses were not satisfied about monitory compensation, participation in decision making and inadequate supplies.

Emotional intelligence may help nurses to cope with demanding work environments where the need to improve the quality and safety of the care provided, as well as the care of the chronically ill, prevails. Although it is well known that emotional intelligence is positively related to work performance, the literature on nurses is limited. The aim of our study was to examine the impact of emotional intelligence on work performance in a sample of nurses in Greece. We conducted a cross-sectional study with 318 nurses. We collected data from a convenience sample of nurses during January 2024. Since we conducted an online survey through social media, our sample could not be representative of all nurses in Greece. For instance, older nurses may be underrepresented in our study due to limited access on social media. We measured emotional intelligence with the Trait Emotional Intelligence Questionnaire-Short Form (TEIQue-SF) and work performance with the Individual Work Performance Questionnaire (IWPQ). We created multivariable linear regression models adjusted for sex, age, educational level, and work experience. We followed the Strengthening the Reporting of Observational Studies in Epidemiology (STROBE) guidelines. We found that the four streams of emotional intelligence (i.e., well-being, self-control, emotionality, sociability) increased nurses' work performance. In particular, we found a positive relationship between well-being and task performance (adjusted beta = 0.210, 95% CI = 0.140 to 0.281, p-value < 0.001) and contextual performance (adjusted beta = 0.135, 95% CI = 0.050 to 0.221, p-value = 0.002). Similarly, there was a positive relationship between self-control and task performance (adjusted beta = 0.136, 95% CI = 0.030 to 0.241, p-value = 0.012). Additionally, sociability increased task performance (adjusted beta = 0.223, 95% CI = 0.151 to 0.295, p-value < 0.001) and contextual performance (adjusted beta = 0.198, 95% CI = 0.111 to 0.286, p-value < 0.001). Moreover, emotionality (adjusted beta = -0.198, 95% CI = -0.319 to -0.076, p-value = 0.002) and sociability (adjusted beta = -0.133, 95% CI = -0.221 to -0.044, p-value = 0.003) reduced counterproductive work behavior. Our multivariable models identified a positive impact of emotional intelligence on nurses' work performance. Nurse managers and healthcare organizations should adopt appropriate interventions to improve nurses' emotional intelligence. Enhancing emotional intelligence among nurses can improve work performance and, thus, healthcare outcomes. Moreover, higher levels of emotional intelligence may empower nurses' compassion and resilience, fostering a supportive work environment. In this context, the well-being of both nurses and patients may improve.

This study aims to determine the impact of university teachers’ organizational commitment on their work performance. The sample consists of 202 respondents who are teachers from a university in China. The data is gathered through a questionnaire. The study uses Pearson correlation analysis method and regression analysis technique by SPSS software. Findings of this research confirm there is a significant positive correlation between organizational commitment and work performance. The results of the regression analysis show that teachers’ affective commitment have significant positive impact on task performance and contextual performance; teachers’ normative commitment have not significant influence on task performance and contextual performance; continuance commitment have no significant effect on task performance, but have a significant and positive effect on contextual performance.