Contingent Reward Research Articles

Role of social context in addiction etiology and recovery

While social context has long been considered central to substance use disorder prevention and treatment and many drug-taking events occur in social settings, experimental research on social context has historically been limited. Recent years have seen an emergence of concerted preclinical and human laboratory research documenting the direct impact of social context on substance use, delineating behavioral and neurobiological mechanisms underlying social influence's role. We review this emerging preclinical and human laboratory literature from a theoretical lens that considers distinct stages of the addiction process including drug initiation/acquisition, escalation, and recovery. A key conclusion of existing research is that the impact of the social environment is critically moderated by the drug-taking behavior and drug use history of a social peer. Specifically, while drug-free social contexts can reduce the likelihood of drug use initiation and act as a competitive non-drug alternative preventing escalation, drug-using peers can equally facilitate initiation and escalation through peer modeling as a contingent reward of use. Likewise, social context may facilitate recovery or serve as a barrier that increases the chances of a return to regular use. We conclude by discussing evidence-based treatments and recovery support services that explicitly target social mechanisms or that have identified social context as a mechanism of change within treatment. Ultimately, new areas for research including the expansion of drug classes studied and novel human laboratory designs are needed to further translate emerging findings into clinical practice.

Impact of Principals’ Leadership Styles on Teachers' Job Satisfaction and Motivation in Elementary Schools

This research paper intends to elucidate and ascertain prevailing leadership styles that principals of elementary education employ, along with their influence on the overall degree of motivation and teachers' job satisfaction. Quantitative method has been used in order to describe the relationship among the leadership style, motivation and job satisfaction. This study has been conducted with 700 elementary-school teachers respectively in the districts of Tirana, Durrës and Elbasan in Albania. In the findings of this study, the passive leadership style and the active leadership style dominate in the same values in the teachers’ perception as the most widely used styles of their headmasters/principals in the basic education. From the regression analysis, it turned out that the active and passive styles are statistically valid predictors of satisfaction and motivation of teachers at work. There is a positive moderate relation between the active style (transformational/ contingent reward) and job satisfaction. The findings of this paper will facilitate additional studies that must be conducted in the quest for broadening the leader's responsibilities and approaches to enhance working conditions, cultivate greater teacher motivation, and foster satisfaction within the environment they operate.
 
 Received: 12 April 2023 / Accepted: 11 June 2023 / Published: 5 July 2023

Job Satisfaction Among Healthcare Workers Working During COVID-19 Pandemic at a Private Teaching Hospital in Nepal.

Background: COVID-19 pandemic has created many serious challenges to the frontline workers in their day-to-day job activities. Job satisfaction among healthcare workers is most predominant component to smooth functioning of institutional activities and to improve the quality of patient care. Objective: To find out job satisfaction among frontline healthcare workers during COVID-19 pandemic. Methods: A cross-sectional study was conducted among 228 healthcare workers (doctors and nurses) working in Chitwan Medical College Teaching Hospital (CMC-TH) during the COVID-19 pandemic. A simple random sampling technique was used to select the sample and a self-administered structured questionnaire with a job satisfaction scale was used to collect the data. Obtained data were analyzed in SPSS version 20 for Windows using descriptive and inferential statistics. Results: The majority (71.1%) of the healthcare workers were ambivalent whereas few (18%) were satisfied, and 11.0% were dissatisfied with their job during the COVID-19 pandemic. Healthcare workers' median percentage satisfaction score was higher on the domains of coworkers (70.8%), nature of work (70.8%), and supervision (70.8%) whereas lower on fringe benefits (54.2%), and contingent rewards (54.2%) other domains. There was a statistically significant association between job satisfaction level with age (p=0.037), marital status (p= <0.001) and experience (p=0.016) of the doctors and nurses. Conclusions: Job satisfaction is very low among healthcare workers in a teaching hospital. Hence, appropriate strategies are needed to be implemented considering the identified domains of satisfaction to enhance the healthcare workers’ job satisfaction and quality patients’ care.

ENGLISH-ROLE OF ISLAMIC LEADERSHIP: EFFECT OF HEAD TEACHER TRANSACTIONAL LEADERSHIP STYLE ON TEACHERS’ PERFORMANCE AT ELEMENTARY LEVEL

Transactional leadership style is the general way through which a leader behaves toward his subordinates to attain objectives. It plays a very important role in the success of an organization. The main objective of this attempt was to examine the effects of the head teachers’ transactional leadership style on teachers’ performance at the elementary level schools. The study was quantitative and descriptive. The target population of this study was comprised of all male and female elementary school teachers in the province of Punjab, while the accessible population of the study was comprised of all male and female elementary school teachers in Sahiwal Division. A sample of 343 teachers was selected through the convenience sampling technique (192 males and 151 females). The cross-sectional survey was used to collect data through the multifactor leadership questionnaire (MLQ) and the teachers’ performance evaluation scale (TPES) from elementary school teachers. The collected data were tabulated and analyzed through SPSS software for both descriptive and inferential statistical approaches. The researcher applied t-test and ANOVA for comparison, Pearson for relationship, and regression for measuring the effects of head teacher transactional leadership style on teachers’ performance at the elementary level. The main findings of the study revealed that there was a significant effect of the head teacher’s transactional leadership style on teachers’ performance at the elementary school. Moreover, contingent reward and management by exception (active) were positively correlated with all teachers’ performance subscales, and management by exception (passive) was negatively correlated with all teachers’ performance subscales.

Exploring leadership in health professionals following an industry-based leadership program: A cross-sectional survey.

To evaluate the self-reported leadership practices and behaviours of health professionals following a leadership program and explore factors that impacted leadership style. An online cross-sectional survey was conducted from August to October 2022. The survey was disseminated via email to leadership program graduates. The Multifactor Leadership Questionnaire Form-6S was used to measure leadership style. Eighty completed surveys were included in the analysis. Participants scored highest on transformational leadership and lowest on passive/avoidant leadership style. Participants with higher qualifications scored significantly higher in the inspirational motivation scores (p = 0.03). As years in their profession increased, there was a significant decrease in contingent reward scores (p = 0.04). The younger participants scored significantly higher on the management-by-exception than older participants (p = 0.05). There were no significant associations with the year the leadership program was completed, gender or profession and Multifactor Leadership Questionnaire Form - 6S scores. Most participants (72.5%) strongly agreed that the program enhanced their leadership development and 91.3% strongly agreed or agreed that they routinely apply the skills and knowledge learnt in the program in their workplace. Formal leadership education is important in developing a transformational nursing workforce. This study found that program graduates had adopted a transformational leadership style. Education, years of experience and age impacted the specific leadership elements. Future work needs to incorporate longitudinal follow-up to relate changes in leadership with impact on clinical practice. Transformational leadership as a dominant style can contribute to nurses and other disciplines positively contributing to innovative and person-centred approaches to health service delivery. What already is known-Leadership amongst nurses and other health professionals impacts patients, staff, organizations and ultimately healthcare culture. What this paper adds-Formal leadership education is important in developing a transformational healthcare workforce. Implications for practice/policy-Transformational leadership can enhance nurses and other disciplines commitment to innovative and person-centred approaches. This research identifies that lessons learnt from formal leadership education are retained over time by healthcare providers. This is important for nursing staff, and other healthcare providers, who are leading teams and overseeing care delivery, can ensure leadership behaviours and practices are enacted to influence a transformational workforce and culture. This study adhered to STROBE guidelines. No Patient or Public Contribution.

Job satisfaction of primary healthcare professionals: a cross-sectional survey in Greece.

The role of job satisfaction is essential for the operation of public Primary Healthcare Centers in Greece. The dimensions of job satisfaction can be used to gauge employees' engagement and performance. Job Satisfaction Survey was employed among healthcare professionals in 32 Primary Healthcare Centers, between June 2019 and October 2020. The 36 items of the questionnaire are expressed on a six-point Likert scale divided into 9 aspects: salary, promotion, supervision, fringe benefits, contingent rewards, operating procedures, co-workers, nature of work, and communication. Additional questions were added covering sociodemographic characteristics. A total of 1,007 professionals completed the questionnaire (83.92% response rate), of which 51.04% were nurses, 27.61% physicians, and 21.35% other healthcare employees. The average overall job satisfaction score indicates ambivalence (3.63 out of 6). Participants were dissatisfied with salaries (2.38) and promotion (2.84) aspects and ambivalent regarding fringe benefits (3.04), operating procedures (3.23), and contingent rewards (3.30). Moderate satisfaction was reported for the nature of work (4.53), supervision (4.52), co-workers (4.37), and communication (4.22). Nurses by far reported the lower levels of satisfaction in all dimension except communication compared to the other groups. The findings suggest that decreasing administrative workload and the improvement of working conditions, procedures, payment, and provision of better opportunities for the promotion of PHC professionals might be the most effective ways to subsequently improve their subjective well-being and their job satisfaction which in turn will improve their performance.

Pengaruh Perceived Organizational Support, Contigency Reward Behaviour terhadap Work Engagement

Purpose: This study aimed to analyze and explore the presence of perceived organizational support and contingent reward behavior in work engagement case studies of employees in PT Pelabuhan Indonesia. Methodology: The sample used in this study was purposive by distributing questionnaires online to 70 employees at PT Pelabuhan, Indonesia. The data analysis method was a simple regression method using SPSS version 25. Results: The results showed that perceived organizational support and contingent reward behavior had a positive and significant effect on work engagement in a case study of employees in PT Pelabuhan Indonesia. Limitations: This study involved only 70 employees at PT Pelabuhan Indonesia as respondents. In this study, only contingency reward behavior and perceived organizational support were used as independent variables. Work engagement is the dependent variable. Contribution: The findings of this study are useful in providing and becoming a source of information about the influence of perceived organizational support and contingent reward behavior, and can be applied by PT Pelabuhan Indonesia so that they can pay more attention to employees by implementing contingent reward behavior and perceived organizational support so that workers will feel valued in working at PT. Pelabuhan Indonesia feels that the workforce is prioritized, gets motivated, and can be rewarded according to performance to achieve company goals. This will have an impact on increasing work engagement in PT Pelabuhan, Indonesia.

Eliciting deliberative and implemental mindsets in audit planning

AbstractThere is concern that rather than critically deliberating specific circumstances, auditors focus on selecting and documenting defensible audit positions. Currently, subordinate auditors perform tasks mindful that they will be accountable for their work both inside (e.g., partners) and outside (e.g., PCAOB) the firm and adopt “implementation intentions” based on previous review experiences to guide their performance. In the context of fraud‐detection planning, we consider an alternative approach in which subordinate auditors work under contingent reward agreements under which they will be compensated for effective fraud‐detection plans. Lacking an anticipated course of action, they invoke a “deliberative mindset” in order to create a task strategy. In an experiment, auditors completed a fraud‐detection planning task under contingent rewards, accountability, or anonymity. We find that auditors operating under contingent rewards used deliberative mindsets. They were better able to identify potential fraud, select more effective procedures, and plan more hours for effective procedures. Auditors under accountability completed the planning task based on implementation intentions. They focused on broadly increasing audit hours across procedures, including allocating significantly more hours to less effective procedures. Mediation analysis shows that improved planning performance resulted from the use of deliberative mindsets and not implementation intentions.

Investigating Correlates of Home Visitor Burnout, Compassion Fatigue, and Compassion Satisfaction in New York State: Implications for Home Visiting Workforce Development and Sustainability.

Home visitor well-being is integral to delivering effective home visiting services and a core component of successful home visiting program implementation. While burnout (BO), compassion fatigue (CF), and compassion satisfaction (CS) have been studied extensively in physicians, nurses, and other health providers, little is known about the correlates of these phenomena in home visitors. This cross-sectional study examined demographic characteristics (age, race, gender), health and personal experiences (anxiety, physical health, and adverse childhood experiences), and job-related factors (caseload, role certainty, job satisfaction) as correlates of BO, CF and CS among a sample of 75 home visitors employed across six MIECHV-funded agencies in New York State. Descriptive statistics were used to characterize our sample; linear regressions were employed to investigate correlates with outcomes of interest. Anxiety was significantly and positively associated with BO (β = 2.5, p < 0.01) and CF (β = 3.08, p < 0.01). Overall job satisfaction was significantly and inversely associated with BO only (β = -0.11, p < 0.001). Participants who identified as white were less likely to report higher levels of CS relative to non-white counterparts (β = -4.65, p = 0.014). Examinations of specific aspects of job satisfaction revealed significant associations between satisfaction with workplace operating conditions, nature of the work, and contingent rewards and select outcomes of interest. Prioritizing preventive measures that target correlates of BO and CF, such as higher levels of anxiety and lower levels of job satisfaction - particularly operating conditions - may improve workforce well-being, continuity of service delivery, and ultimately quality of care provided to clients.

Can the Project Manager's Transformational Leadership Lead to Project Success?

Project-based organisations face the challenge of persistent project failures, leaving researchers and practitioners struggling to identify the best leadership style for project success. Data was collected from 289 project organisations and analysed to reveal that the project manager's transformational leadership behaviour and empowerment significantly improve project success. Additionally, empowerment mediates the impacts of transformational leadership and goal clarity on project success. Goal clarity was found to mediate the relationship between transformational leadership and empowerment, but not between transformational leadership and project success. Lastly, contingent reward leadership does not moderate the effect of empowerment on project success. The findings have theoretical and practical implications in the project management field.

President Ramon Magsaysay State University Graduate School (PRMSU-GS) Lecturers’ Job Satisfaction in the ‘New Normal’

A study on job satisfaction study among Graduate School professor/lecturer respondents of President Ramon Magsaysay State University, Iba, Zambales, Philippines was conducted during the first quarter of the school year 2023. A descriptive research design with standardizes survey checklist on job satisfaction. The study used a descriptive statistical tool in analyzing the data gathered. Dimensions of the job satisfaction include pay, promotion, supervision, fringe benefits, contingent rewards, operating conditions, co-workers, nature of work and communication. Majority of the Graduate School professor/lecturer respondents are female, holders of Doctorate degree, Associate Professors and Assistant Professors and working in PRMSU for less than two decades. The Graduate School professor/lecturer respondents strongly agreed that they are satisfied with the aspect of job satisfaction primarily Supervision; followed by nature of work and communication. Overall the Graduate School professor/lecturer respondents perceived strongly agreed they are satisfied with their job/work at the Department during the New Normal.

The inverted-U influence of leader benevolence on extra-role customer service behavior

Leader benevolence is a leadership style pursued by enterprise supervisors, especially in enterprises rooted in Chinese Confucian culture. Based on reciprocity theory, this paper aims to explore the effect of team leader benevolence on employees’ extra-role customer service behavior through work effort and the moderating effect of contingent reward leadership. By analyzing data from 405 employees and 102 team supervisors in Chinese hospitality firms, the results show that leader benevolence has a significant inverted U-shaped relationship with employees’ work effort. Specifically, work effort mediates the relationship between leader benevolence and extra-role customer service behavior. The effect of leader benevolence on work effort is moderated by contingent reward leadership which in turn moderates the indirect effect of leader benevolence on extra-role customer service behavior through work effort. Aside from the contribution to leadership and organizational behavior literature, our conclusions and implications can also benefit hospitality firm managers and employees.

Relationship between Job Satisfaction and Job Performance among Faculty in Selected Faith-Based Universities in Haiti

This study sought to establish the relationship between job satisfaction and job performance among faculty in selected faith-based universities in Haiti. The study employed a quantitative method using the descriptive-correlational design. The population for this study was constituted by 200 faculty members from three most prominent faith-based universities in Haiti. Due to their limited number, the whole population was involved in the study by filling a questionnaire and data was analyzed through descriptive statistics and inferential statistics. The study established a moderate level of job satisfaction and job performance among faculty members in selected faith-based universities. Job performance is positively correlated with job satisfaction and the best predictors of job performance include promotion, benefits, nature of work, communication and supervision. The study recommended that since pay, promotion, benefits and contingent rewards are positively correlated with job performance, administrators should strive to improve salary, promote those who are qualified and provide more possible benefits and contingent rewards in the workplace so as to motivate employees to perform better. Furthermore, administrators need to provide faculty with pathways to being promoted. They should also improve working conditions, communication modalities and supervision since all of these variables are important predictors for job performance.

Promoting vegetable acceptance in toddlers using a contingency management program: A cluster randomised trial

Children learn to accept novel foods by repeated exposure to these foods. In the current study, we investigated in toddlers whether a contingency management program (The Vegetable Box), comprising repeated vegetable taste exposure with contingent non-food rewards, is particularly potent at increasing recognition of and willingness to try vegetables. A total of 598 children (1–4 years old) recruited at 26 different day-care centres in the Netherlands took part. The day-care centres were randomly assigned to one of three conditions (‘exposure/reward’, ‘exposure/no reward’, or ‘no exposure/no reward’). At the start and directly after the 3-month intervention period, all children were asked to identify various vegetables (recognition test; max score = 14) and whether they would like to taste and consume 1 or 2 bite-size pieces of tomato, cucumber, carrot, bell pepper, radish, and cauliflower (willingness to try test). Data were analysed with linear mixed-effects regression analyses (for recognition and willingness to try separately) with condition and time as independent variables, and adjusting for day-care centre clustering. Vegetable recognition significantly increased in both the ‘exposure/reward’ and the ‘exposure/no reward’ group, relative to the ‘no exposure/no reward’ control group. The willingness to try vegetables only increased significantly in the ‘exposure/reward’ group. Offering vegetables to children at day-care centres significantly increased toddlers' ability to identify various vegetables, but rewards contingent upon tasting vegetables appear particularly effective to also increase children's willingness to try (i.e., taste and consume) different vegetables. This result corroborates and strengthens previous findings demonstrating the efficacy of similar reward-based programs.

The Effect of “Carrot and Stick” Formal Control on Deviant Workplace Behaviour: A Proposed Framework

Some recent news media and studies reports indicate that deviant workplace behaviours, such as excessive absenteeism, extortion, and the recently publicised sexual harassment of female students, known as “sex for grades”, are prevalent on some campuses in Nigeria and other west African nations. To mitigate these behaviours, this study proposes a testable model of formal control with some theoretical, practical, and managerial implications. The article is a conceptual study that generates research propositions from an extensive literature review and the precepts of general deterrence and social exchange theories. The paper proposed a carrot-and-stick framework that shows that deterrence factors (punishment certainty, punishment severity and punishment celerity) and motivational elements (contingent reward) negatively influence deviant workplace behaviour and the relationship is stronger in an organisation controlled by transactional leadership behaviour. Practically, this paper attempts to help school administrators and policymakers to change the current strategies in fighting the menace of employee deviance by adopting an approach that uses well-validated negative and positive stimulants that mitigate unproductive behaviour at work. Proposing a well-tested approach, hitherto known only in information systems security, to mitigate deviant workplace behaviours in an educational context and a specific setting is one of the noble contributions of this paper. The paper is conceptual, though. However, the propositions made are theoretically grounded, but they need to be tested in the proposed context and setting. Future research can extend the conceptual framework by further validating the propositions and adding mediators in the proposed relationships. Other implications and recommendations were discussed.

The Influence of Transformational and Transactional Leadership on Employee Performance with Discipline and Integrity as Intervening Variables at Telkom Group South Surabaya

In a company, leaders and employees are two things that are interconnected with each other. Both have an impact on the company, both positive and negative impacts. A leader plays a very important role in the process of increasing and maintaining the discipline, integrity, and performance of an employee. A leader also needs to determine his leadership style in providing direction and changes to employee performance. This study aims to determine the effect of transformational and transactional leadership styles on performance with discipline and integrity as intervening variables. Transformational change is measured through individual consideration, inspirational motivation, intellectual stimulation. Transactional speed is measured through contingent reward, active management, passive management. Discipline is measured by example, waskat, and firmness. Integrity is measured through honesty, consistency, commitment. Performance is measured through the quality of work, responsibility, cooperation. The method used is quantitative with a sample taken of 110 employees of the Telkom Group South Surabaya. The data analysis technique uses the Structural Equation Modeling (SEM) method using IBM SPSS and AMOS version 24. The results of this study indicate that (1) transformational leadership has a significant effect on discipline, (2) transactional leadership has no significant effect on discipline, (3) transformational leadership has a significant effect on integrity, (4) transactional leadership has no significant effect on integrity, (5) transformational leadership has no significant effect on performance, (6) transactional leadership has a significant effect on performance, (7) discipline has a significant effect on performance, (8) integrity has a significant effect on performance.

Job Satisfaction of Nurses Versus Other Mental Health Professionals Working in Psychosocial Rehabilitation Services.

The objectives of Psychiatric Reform were, on the one hand, psychiatric hospitals' shutting down and, on the other hand, the creation of Psychosocial Rehabilitation facilities, in order to provide appropriate care to individuals suffering from mental health problems in community. Therefore, mental health professionals' job satisfaction constitutes one of the fundamental factors leading either to success or failure of each reforming effort. The aim of this study was to investigate the level of professional satisfaction of nurses working in Psychosocial Rehabilitation facilities compared to other mental health professionals. Three hundred and sixty-seven mental health professionals, working in the field of psychosocial rehabilitation completed (a) a sociodemographic questionnaire, and (b) Spectοr's Job Satisfaction Survey (JSS). Moderate levels of total professional satisfaction were observed. Low satisfaction rates were recorded in "Pay," "Promotion," and "Fringe Benefits" subscale. High satisfaction rates were recorded in "Supervision," "Cooperation between colleagues," and "Nature of work," while moderate satisfaction rates were reported in "Contingent rewards," "Operating procedures," and "Communication" within facilities. It is noteworthy that nurses were statistically significant less satisfied with the "Contingent rewards" (p=0.028), the "Nature of work" (p=0.001), and the "Communication" (p=0.019), while they were statistically significant more satisfied with "Supervision" (p=0.007) compared to the other specialties of mental health professionals. The results can be used by those with administrative and scientific responsibilities in the field of mental health in order to recognize professionals' difficulties and solve their problems in psychosocial rehabilitation facilities. These interventions could improve their levels of job satisfaction, in order to achieve optimal therapeutic results for mentally ill and improve the quality of the services provided.

Transactional and Transformational Leadership Styles and Their Impact on Employees’ Acceptance of Predictive Maintenance Analytics: Evidence From an Indonesian Mining Company

This study aimed to investigate the role of leadership in the acceptance of predictive maintenance technologies in the coal mining industry. The Unified Theory of Acceptance and Use of Technology (UTAUT) model was used to assess the acceptance, and the Multifactor Leadership Questionnaire (MLQ) 5X was used to assess the perceived leadership styles of managers. The key findings of this study revealed that transactional leadership had a significant effect on performance expectancy, effort expectancy, and social influence, whereas transformational leadership did not significantly impact these aspects. Furthermore, an examination of the subdimensions of transformational and transactional leadership showed that contingent reward, management-by-exception (active), and intellectual stimulation had a considerable influence on the core constructs of the UTAUT model. These findings suggest that for adopting new technologies, the coal mining industry may require a different approach to exert leadership, and a comprehensive approach with consideration of the various subdimensions of leadership may be more effective in promoting acceptance and application of the technologies.

Analysis of the Associated Factors of Doctor Job Satisfaction at Covid-19 Pandemic

The Covid-19 pandemic has caused doctors to have lower job satisfaction compared to the previous period. Preliminary survey conducted at Unand Hospital on health workers, doctor job satisfaction is lower than other health workers. Low job satisfaction among doctors can cause a decrease in hospital service quality. The purpose of this research is to analyze the factors related to the job satisfaction of doctors during the Covid-19 pandemic. The research method used is the quantitative method. Dependent variable in this study is overall job satisfaction, the independent variables are salary, promotion, fringe benefit, supervision, contingent reward, operating conditions, co-workers, nature of work, and communication. The sampling using census conducted on all doctors at Unand Hospital, where 71 doctors met the inclusion criteria. Data was collected by distributing job satisfaction survey (JSS) questionnaires. Univariate and bivariate analysis was used in this study. The result of this study is salary, fringe benefits, and operating procedure has the lowest average of the nine factors of job satisfaction, hospital management should pay attention for this aspect to maintain doctor job satisfaction.

A STRUCTURAL EQUATION MODEL ON THE JOB PERFORMANCE OF EMPLOYEES IN A NATIONAL GOVERNMENT AGENCY IN REGION XI

This study used Structural Equation Modeling (SEM), a multivariate statistical technique that combined factor analysis and multiple regression in analyzing structural relationships, to establish the best-fit structural model for job performance. 400 DENR employees selected using proportionate stratified random sampling throughout Region XI participated in the survey. Data analyses yielded these results: the statistical mean was high in all the variables. Pearson r revealed a significant and positive relationship between organizational change, organizational culture, job satisfaction (exogenous variables), and job performance (endogenous variable). Multiple regression analysis uncovered the influence of the exogenous variables on job performance at 66.3%. Moreover, SEM revealed the direct effect of organizational culture on job performance. On the other hand, the mediating role of organizational culture resulted in the indirect effect of job satisfaction and organizational change on job performance. Also, the SEM model showed that the appropriate manifest variables for predicting job performance are mission (for organizational culture), contingent rewards and fringe benefits, nature of work, a climate of change (for job satisfaction), and readiness for change (for an organizational change). These findings have implications for leadership in government agencies vis-à-vis employees’ outstanding job performance. KEYWORDS: public administration, organizational culture, organizational change, job satisfaction, job performance, structural equation model, DENR employees