Aspects Of Job Performance Research Articles

A Study on Job Performance of Secondary School Teachers

This study investigates the job performance of secondary school teachers in relation to certain demographic variables in Ananthapuram district, Andhra Pradesh. A sample of 355 secondary school teachers from 53 schools was selected using the descriptive survey method. The Teachers’ Job Performance Scale (TJPS), developed and standardized by Amin et al. (2013), was utilized. Descriptive analysis was conducted to determine the Mean, Standard Deviation, and Percentage, and CR was used to assess differences based on locality, academic qualifications, and professional qualifications in various job performance skills. The findings revealed that locality significantly influences job performance in teaching, interpersonal relations, and overall performance, but not in management or discipline and regularity. Academic qualifications significantly impact teaching, management, interpersonal relations, and overall performance, with no effect on discipline and regularity. Professional qualifications affect job performance in teaching, discipline, regularity, and overall performance, but not in management or interpersonal relations. The study concludes that demographic variables such as locality, academic qualifications, and professional qualifications have a significant impact on various aspects of job performance among secondary school teachers. Locality influences teaching, interpersonal skills, and overall performance, while academic qualifications affect teaching, management, and interpersonal relations. Professional qualifications significantly enhance teaching, discipline, regularity, and overall performance. However, none of these variables significantly impact job performance skills in management or interpersonal relations consistently across all groups. These findings emphasize the need for targeted interventions to improve teacher performance in specific areas.

IMPACT OF COVID-19 ON IT EMPLOYEES’ JOB PERFORMANCE – A COMPARATIVE ANALYSIS

The research paper examines how the job performance of IT employees changed during the pandemic when remote work was the predominant mode of operation for more than a year. The study also investigates how the different aspects of job performance have evolved during the research. Quantitative data was collected through a longitudinal survey conducted in 2019 and then repeated in 2021. In the first phase, the sample consisted of 126 international respondents working in over 25 different IT companies, while in the second phase, 149 respondents from over 60 different organizations were covered. The data for the study has been analysed by using one-dimensional mean value comparison, correlation, and regression analysis. In the first phase of the survey conducted before the pandemic, quality of work, effectiveness, and value-added performance have the strongest influence on job performance, at the same time employees’ productivity and proactiveness did not show a direct impact on their overall performance. In the second phase of the study conducted in the summer of 2021, the results show that employees’ perception of their value-added performance to the organization no longer impacts their overall performance. Additionally, during the pandemic, a downward trend was observed in all the elements of job performance, with the most significant decrease in employees’ overall performance, quality of work, and effectiveness. The results of the study can be compelling to different levels of the organisations, as good job performance of employees is significant for the performance results of teams, business units, and organisations. Understanding employees’ job performance, its elements, and how it changes over time, especially during the pandemic, can help organisations thrive and develop a more productive workforce.

THE RELATIONSHIP BETWEEN TASK AND CONTEXTUAL JOB PERFORMANCE AMONG MIDDLE MANAGERS IN THE MALAYSIAN ARMY

The research was conducted to determine the different aspects of job performance among Senior Non-Commissioned Officers (SNCO), often mentioned as middle managers in the Malaysian Army. This study has identified that the job performance of the SNCOs in the combat element corps consists of task and contextual job performance. The quantitative approach was implemented, and the data consisting of 458 respondents were collected from soldiers of the rank of corporal and below, i.e. JNCOs from the combat element corps of the Malaysian Army in all geographic locations of Malaysia. The data analysis used was PLS-SEM to determine the acceptability of the data obtained with the hypothesised model of job performance. The R2 value of 0.852 indicates that 85.2 % of job performance is predicted by task and contextual performance constructs. The results also support the hypothesis that task performance and contextual performance have a significant positive relationship with job performance among the SNCOs. This study established that both task and contextual job performance are of equal importance in determining the job performance of middle managers of the combat element of the Malaysian Army. Nevertheless, task performance is more significant compared to contextual performance.

Assessment of Personality in Basque Public Sector Employees and Its Role in Predicting Organizational Citizenship Behaviors in Selection Processes.

Organizational citizenship behaviors (OCBs) are an important aspect of job performance as they enhance the effectiveness of organizations. Research has shown that personality is a moderate predictor of job performance. This study, involving a sample of 678 public sector employees in the Basque Country (northern Spain), pursued two aims: First, to develop and validate a Basque-language version of the Overall Personality Assessment Scale (OPERAS), a scale designed to assess the Big Five personality factors in a wide range of settings; and second, to examine whether person-organization fit (PO fit) and adaptive performance improve the capacity of personality to predict OCBs. The results indicated that the adapted scale was a suitable instrument for assessing personality in the Basque-speaking population. Furthermore, PO fit and adaptive performance improved the capacity of personality to predict OCBs. Based on these results, we propose a new predictive model that may enhance the efficiency of personnel selection processes.

Structural empowerment, formal and informal power, and job performance quality: A moderated mediation analysis.

To explore complex relationships among structural empowerment, formal power and informal power in predicting job performance quality. Job performance is a major determinant of organisations' progress towards their goals and providing quality care. Job performance quality is an aspect of job performance and complex phenomenon that requires a more in-depth understanding of complex relationships predicting its quality in nurses. This was a cross-sectional quantitative study. Participants were 195 nursing staff providing direct patient care in four hospitals in Jordan. Hayes process was used to examine moderated mediation relationship predicting job performance quality. The proposed model in this study explained 86% of the variance in job performance quality. The results showed that structural empowerment effect on job performance quality was significant for direct and indirect paths. However, those effects varied at different levels of informal power. This study suggested that the relationship between structural empowerment and job performance quality was none linear. This study stresses the importance of considering complex relationships in promoting job performance quality. Understanding the nonlinear relationship between structural empowerment and job performance quality is expected to help nursing researchers, administrators and policymakers promote job performance quality.

Incremental Validity of Character Strengths as Predictors of Job Performance Beyond General Mental Ability and the Big Five.

Over the last decades, various predictors have proven relevant for job performance [e.g., general mental ability (GMA), broad personality traits, such as the Big Five]. However, prediction of job performance is far from perfect, and further potentially relevant predictors need to be investigated. Narrower personality traits, such as individuals' character strengths, have emerged as meaningfully related to different aspects of job performance. However, it is still unclear whether character strengths can explain additional variance in job performance over and above already known powerful predictors. Consequently, the present study aimed at (1) examining the incremental validity of character strengths as predictors of job performance beyond GMA and/or the Big Five traits and (2) identifying the most important predictors of job performance out of the 24 character strengths, GMA, and the Big Five. Job performance was operationalized with multidimensional measures of both productive and counterproductive work behavior. A sample of 169 employees from different occupations completed web-based self-assessments on character strengths, GMA, and the Big Five. Additionally, the employees' supervisors provided web-based ratings of their job performance. Results showed that character strengths incrementally predicted job performance beyond GMA, the Big Five, or GMA plus the Big Five; explained variance increased up to 54.8, 43.1, and 38.4%, respectively, depending on the dimension of job performance. Exploratory relative weight analyses revealed that for each of the dimensions of job performance, at least one character strength explained a numerically higher amount of variance than GMA and the Big Five, except for individual task proactivity, where GMA exhibited the numerically highest amount of explained variance. The present study shows that character strengths are relevant predictors of job performance in addition to GMA and other conceptualizations of personality (i.e., the Big Five). This also highlights the role of socio-emotional skills, such as character strengths, for the understanding of performance outcomes above and beyond cognitive ability.

INSPIRED but Tired: How Medical Faculty's Job Demands and Resources Lead to Engagement, Work-Life Conflict, and Burnout.

BackgroundPast research shows that physicians experience high ill-being (i.e., work-life conflict, stress, burnout) but also high well-being (i.e., job satisfaction, engagement).ObjectiveTo shed light on how medical faculty’s experiences of their job demands and job resources might differentially affect their ill-being and their well-being with special attention to the role that the work-life interface plays in these processes.MethodsQualitative thematic analysis was used to analyze interviews from 30 medical faculty (19 women, 11 men, average tenure 13.36 years) at a top research hospital in Canada.FindingsMedical faculty’s experiences of work-life conflict were severe. Faculty’s job demands had coalescing (i.e., interactive) effects on their stress, work-life conflict, and exhaustion. Although supportive job resources (e.g., coworker support) helped to mitigate the negative effects of job demands, stimulating job resources (e.g., challenging work) contributed to greater work-life conflict, stress, and exhaustion. Thus, for these medical faculty job resources play a dual-role for work-life conflict. Moreover, although faculty experienced high emotional exhaustion, they did not experience the other components of burnout (i.e., reduced self-efficacy, and depersonalization). Some faculty engaged in cognitive reappraisal strategies to mitigate their experiences of work-life conflict and its harmful consequences.ConclusionThis study suggests that the precise nature and effects of job demands and job resources may be more complex than current research suggests. Hospital leadership should work to lessen unnecessary job demands, increase supportive job resources, recognize all aspects of job performance, and, given faculty’s high levels of work engagement, encourage a climate that fosters work-life balance.

An Empirical Study On Performance Appraisal Of Employees In Eveready Industries India Limited

Performance Appraisal could be a methodology of evaluating the behavior of workers within the work spot, ordinarily together with each the quantitative and qualitative aspects of job performance. Performance here refers to the degree of accomplishment of the task that produces up a private job. typically, the term is confused with effort, which suggests performance is often live in terms of result. Most of the organizations square measure that specialize in human resource development with an eye fixed towards rising worker performance. the target of the study was to know the performance appraisal of workers in Eveready Industries Bharat restricted. The analysis tool utilized in our study is especially form. divided, multiple alternative and ranking queries was utilized in the study. during this study, Stratified sampling technique was used. The sample size is a hundred. Descriptive analysis is adopted in conducting this study. The applied math tool used is proportion analysis, chi sq. analysis and correlation analysis.

Rapid Response Measurement: Development of a Faking-Resistant Assessment Method for Personality

While rating-scale-based assessments have been shown to be useful for measuring a variety of workplace-relevant constructs, assessment length and response distortion present practical limitations on their use. We describe a new type of measurement method termed rapid response measurement (RRM) in which stimuli are presented on a computer screen one at a time in rapid succession and respondents are asked to quickly provide a dichotomous response. Two personality assessments using RRM were developed and reliability and validity evidence across four independent samples were evaluated. Both RRM assessments showed adequate reliability, even at short test lengths, with acceptable levels of convergent and discriminant validity with traditional survey-based measures. Analyses based on a within-participants design indicated that the RRM was significantly more difficult to fake when instructed than was a survey-based measure of personality. The second RRM was related to several aspects of job performance. While initial results show promise, further research is needed to establish the validity and viability of the RRM for organizational and psychological measurement.

Praise sales personnel for talent or effort? Person versus process-focused feedback, goal orientation and performance

PurposeThe purpose of this study is twofold: to analyze sales managers’ person-focused and process-focused supervisory feedback as a potential goal-orientation antecedent, and to examine the relationship between different types of sales personnel goal orientations and two aspects of job performance: behavior-based and outcome-based. Based on previous sales motivation research, the authors look at the antecedents and outcomes of sales representatives’ goal orientation.Design/methodology/approachA cross-sectional survey design was used with a sample consisting of 326 pairs of sales reps and their supervisors. Average sales position tenure was 5.30 years.FindingsSales representatives’ performance-prove goal orientation (PPGO) can be triggered by positive person-focused feedback from their managers, and performance-avoid goal orientation (PAGO) can be triggered by negative person-focused feedback. A learning goal orientation (LGO) can be triggered by positive process-focused feedback. The authors also found that when job performance is broken down into outcome-based and behavior-based components, the process by which goal orientation influences performance is more easily determined. PPGO sales reps in the sample clearly focused more on outcome-based performance, while PAGO sales reps focused on behavior-based performance. LGO was only associated with behavior-based performance among the respondents, meaning that it cannot be used as a predictor of outcome-based performance.Research limitations/implicationsFirst, a cross-sectional design may not be the best method for judging variable directions of causality. A longitudinal method is recommended for more detailed research. Second, the variance the authors noted in the three goal orientations may be due to impression management. Previous researchers have not addressed response bias regarding goal orientation; future researchers may want to add social desire response items to control for response bias from impression management.Practical implicationsThe findings can help sales managers understand how their feedback styles can result in different types of goal orientation and different effort allocation in their sales staff. Managers interested in developing PPGO sales reps should offer more whole-person praise. Since negative person-focused feedback can trigger more conservative behaviors, they should use other approaches to criticizing their employees. If their goal is to promote individual learning in sales personnel, they will want to give process-focused feedback, either positive or negative.Originality/valueThis study contributes to the literature on the external influences of goal orientation, especially the effects of social (rather than institutional) factors in manager feedback on goal orientations among their sales staffs. To the authors’ knowledge, this is the first attempt to study relationships between three types of goal orientations and various performance dimensions. The data clarify the links between two types of performance (outcome- and behavior-based) and three types of goal orientations (PPGO, PAGO and LGO).

Mindfulness Meditation as an On-The-Spot Workplace Intervention

This article introduces the concept of mindfulness meditation as an on-the-spot intervention to be used in specific workplace situations. It presents a model of when, why, and how on-the-spot mindfulness meditation is likely to be helpful or harmful for aspects of job performance. The article begins with a brief review of the mindfulness literature and a rationale for why mindfulness could be used on-the-spot in the workplace. It then delineates consequences of on-the-spot mindfulness interventions on four aspects of job performance - escalation of commitment, counterproductive work behaviors, negotiation performance, and motivation to achieve goals. The article closes with three necessary conditions for an on-the-spot mindfulness intervention to be effectively used, as well as suggestions for how organizations, managers, and employees can facilitate the fulfillment of these necessary conditions. Possible negative consequences of mindfulness and which types of meditation to use are considered. Taken together, these arguments deepen our understanding of state mindfulness and introduce a new manner in which mindfulness can be used in the workplace.

Bevlogenheid en werkverslaving

Work engagement and workaholism. The role of psychological need satisfaction and consequences for performance Work engagement and workaholism. The role of psychological need satisfaction and consequences for performance Based on Deci and Ryan’s Self-Determination Theory, this study examined possible antecedents of work engagement and workaholism. Furthermore, it examined how these two types of heavy work investment relate to different aspects of job performance (in-role and extra-role performance, counterproductive behavior, and turnover intention). In total 275 health care employees in the Netherlands filled out an online questionnaire. Structural Equation Modeling showed that satisfaction of the psychological need for autonomy and relatedness was associated with work engagement, whereas failure to satisfy the psychological need for autonomy and competence was associated with workaholism. Furthermore, these two types of heavy work investment were positively related to extra-role behavior, and work engagement was negatively related to turnover intention. In addition, the analyses revealed that need satisfaction showed direct relationships with different aspects of job performance. This study offers practical suggestions for promoting work engagement and reducing workaholism, and for optimizing job performance.

Corrections for Criterion Reliability in Validity Generalization: A False Prophet in a Land of Suspended Judgment

The results of meta-analytic (MA) and validity generalization (VG) studies continue to be impressive. In contrast to earlier findings that capped the variance accounted for in job performance at roughly 16%, many recent studies suggest that a single predictor variable can account for between 16 and 36% of the variance in some aspect of job performance. This article argues that this “enhancement” in variance accounted for is often attributable not to improvements in science but to a dumbing down of the standards for the values of statistics used in correction equations. With rare exceptions, applied researchers have suspended judgment about what is and is not an acceptable threshold for criterion reliability in their quest for higher validities. We demonstrate a statistical dysfunction that is a direct result of using low criterion reliabilities in corrections for attenuation. Corrections typically applied to a single predictor in a VG study are instead applied to multiple predictors. A multiple correlation analysis is then conducted on corrected validity coefficients. It is shown that the corrections often used in single predictor studies yield a squared multiple correlation that appears suspect. Basically, the multiple predictor study exposes the tenuous statistical foundation of using abjectly low criterion reliabilities in single predictor VG studies. Recommendations for restoring scientific integrity to the meta-analyses that permeate industrial–organizational (I–O) psychology are offered.

Corrections for Criterion Reliability in Validity Generalization: A False Prophet in a Land of Suspended Judgment

AbstractThe results of meta-analytic (MA) and validity generalization (VG) studies continue to be impressive. In contrast to earlier findings that capped the variance accounted for in job performance at roughly 16%, many recent studies suggest that a single predictor variable can account for between 16 and 36% of the variance in some aspect of job performance. This article argues that this “enhancement” in variance accounted for is often attributable not to improvements in science but to a dumbing down of the standards for the values of statistics used in correction equations. With rare exceptions, applied researchers have suspended judgment about what is and is not an acceptable threshold for criterion reliability in their quest for higher validities. We demonstrate a statistical dysfunction that is a direct result of using low criterion reliabilities in corrections for attenuation. Corrections typically applied to a single predictor in a VG study are instead applied to multiple predictors. A multiple correlation analysis is then conducted on corrected validity coefficients. It is shown that the corrections often used in single predictor studies yield a squared multiple correlation that appears suspect. Basically, the multiple predictor study exposes the tenuous statistical foundation of using abjectly low criterion reliabilities in single predictor VG studies. Recommendations for restoring scientific integrity to the meta-analyses that permeate industrial–organizational (I–O) psychology are offered.

Impact of Job Related Stress on Employee Performance: A Review and Research Agenda

Impact of occupational stress on employee performance has been recognized as an important area of concern for organizations. Negative stress affects the physical and mental health of the employees that in turn affects their performance on job. Research into the relationship between stress and job performance has been neglected in the occupational stress literature (Jex, 1998). It is therefore significant to understand different Occupational Stress Inducers (OSI) on one hand and their impact on different aspects of job performance on the other. This article reviews the available literature to understand the phenomenon so as to develop appropriate stress management strategies to not only save the employees from variety of health problems but to improve their performance and the performance of the organization. 35 Occupational Stress Inducers (OSI) were identified through a comprehensive review of articles and reports published in the literature of management and allied disciplines between 1990 and 2014. A conceptual model is proposed towards the end to study the impact of stress on employee job performance. The possible data analysis techniques are also suggested providing direction for future research.

Role of safety stressors and social support on safety performance

Action theory is used as a framework to explore the extent to which relationships between occupational safety stressors (i.e., safety obstacles and safety uncertainty) and safety performance vary as a function of type of performance (i.e., safety compliance and participation) using a sample of unionized pipefitters. The study also explores whether supervisor support, in the form of positive job-related communication and non-job related communication, moderates the relationships between stressors and safety compliance and participation. Safety uncertainty and safety obstacles were negatively related to safety participation, while only safety uncertainty was negatively related to safety compliance. Although supervisor support did not moderate the relationships between safety stressors and safety performance, there were significant positive relationships between supervisor support consisting of positive job-related communication and both types of safety performance. The relationship between positive job-related communication and safety participation was stronger than that with safety compliance. Non job-related communication only had a significant positive relationship with safety participation. This research suggests that it is important to explore the relationships between specific safety stressors and aspects of job performance. The study also highlights the importance of general job-related communication compared to safety-specific communication.

Managers' reactions towards employees' disclosure of psychiatric or somatic diagnoses

To study whether employees who disclose a psychiatric diagnosis, such as depression risk stigmatisation and discrimination at the workplace. Randomised experimental study with 748 managers from German companies incorporating four case vignettes displaying an employee with different 'diagnoses' (depression, burnout, private crisis and thyroid dysfunction), but identical unspecific complaints. Main outcome measures were the managers' attitudes and their impact on stigmatisation with respect to job performance. In nearly all aspects of job performance, the diagnosis depression (psychiatric disorder) was seen as more critical than the diagnosis of a thyroid dysfunction (somatic disease). The diagnosis 'burnout' did not prove to be less stigmatising than 'depression'. Likewise 'private crisis' was rated less favourably than thyroid dysfunction. Therefore, employees have to evaluate if they disclose their psychiatric disorder or if they conceal it as a somatic illness.

Does emotional intelligence moderate the relationship between mental health and job performance? An exploratory study

► Study explores whether emotional intelligence moderates the relationship between health and job performance. ► Data were obtained from a UK public sector questionnaire survey. ► Emotional Intelligence only partly moderates the relationship between health and some aspects of job performance. ► Findings have important implications for recruiting a healthy and productive workforce. Hitherto, scholars have examined the direct effects of emotional intelligence on health-related outcomes or performance. Yet, attempts to explore any interactive effects of emotional intelligence on these variables are conspicuous by their absence. Using a multi-source design (i.e., team members and supervisors, n = 57, total N = 137) and instruments with different scoring protocols (i.e., ability and self-reported data), findings from a UK public sector questionnaire survey suggest that emotional intelligence only partly moderates the relationship between mental health and some – but not all – aspects of job performance. Implications for management theory and practice are discussed.

Are workplace health promotion programs effective at improving presenteeism in workers? a systematic review and best evidence synthesis of the literature

BackgroundPresenteeism is highly prevalent and costly to employers. It is defined as being present at work, but limited in some aspect of job performance by a health problem.Workplace health promotion (WHP) is a common strategy used to enhance on-the-job productivity. The primary objective is to determine if WHP programs are effective in improving presenteeism. The secondary objectives are to identify characteristics of successful programs and potential risk factors for presenteeism.MethodsThe Cochrane Library, Medline, and other electronic databases were searched from 1990 to 2010. Reference lists were examined, key journals were hand-searched and experts were contacted. Included studies were original research that contained data on at least 20 participants (≥ 18 years of age), and examined the impacts of WHP programs implemented at the workplace. The Effective Public Health Practice Project Tool for Quantitative Studies was used to rate studies. 'Strong' and 'moderate' studies were abstracted into evidence tables, and a best evidence synthesis was performed. Interventions were deemed successful if they improved the outcome of interest. Their program components were identified, as were possible risk factors contributing to presenteeism.ResultsAfter 2,032 titles and abstracts were screened, 47 articles were reviewed, and 14 were accepted (4 strong and 10 moderate studies). These studies contained preliminary evidence for a positive effect of some WHP programs. Successful programs offered organizational leadership, health risk screening, individually tailored programs, and a supportive workplace culture. Potential risk factors contributing to presenteeism included being overweight, a poor diet, a lack of exercise, high stress, and poor relations with co-workers and management. Limitations: This review is limited to English publications. A large number of reviewed studies (70%) were inadmissible due to issues of bias, thus limiting the amount of primary evidence. The uncertainties surrounding presenteeism measurement is of significant concern as a source of bias.ConclusionsThe presenteeism literature is young and heterogeneous. There is preliminary evidence that some WHP programs can positively affect presenteeism and that certain risk factors are of importance. Future research would benefit from standard presenteeism metrics and studies conducted across a broad range of workplace settings.

Relationships of role stressors with organizational citizenship behavior: A meta-analysis.

Several quantitative reviews have documented the negative relationships that role stressors have with task performance. Surprisingly, much less attention has been directed at the impact of role stressors on other aspects of job performance, such as organizational citizenship behavior (OCB). The goal of this study was to therefore estimate the overall relationships of role stressors (i.e., role ambiguity, conflict, and overload) with OCB. A meta-analysis of 42 existing studies indicated that role ambiguity and role conflict were negatively related to OCB and that these relationships were moderated by the target of OCB, type of organization, OCB rating source, and publication status. As expected, role conflict had a stronger negative relationship with OCB than it did with task performance. Finally, we found support for a path model in which job satisfaction mediated relationships of role stressors with OCB and for a positive direct relationship between role overload and OCB.