Employee Task Performance Research Articles

Work Ergonomics and Employee Task Performance in the Hospitality and Tourism Industry: The Moderating Role of Gender, Length of Service, and Employment Status

ABSTRACT This study investigates the influence of work ergonomics on employee task performance from an employee perspective within the hospitality and tourism industry, employing three key exogenous factors: physical ergonomics, organizational ergonomics, and cognitive ergonomics. Data from 243 respondents were analyzed using the Smart-PLS software version 3. The results indicate a notable and favorable correlation between physical ergonomics, organizational ergonomics, and cognitive ergonomics to employee task performance. Additionally, PLS-MGA analysis revealed a significant moderating impact of length of service and employment status on the tested hypothesis. Specifically, the relationship between organizational ergonomics and task performance is stronger for employees with less than 5 years of service compared to those with 5 years or more, and the relationship between cognitive ergonomics and employee task performance is stronger for those with more than 5 years of service than those with less than 5 years. A stronger relationship between organizational ergonomics and employee task performance was reported for contract/part-time employees compared to permanent employees. These findings highlight the importance of optimizing ergonomic conditions in the workplace, particularly in the hospitality and tourism industry, where the well-being and performance of employees are paramount.

Organisational Inequalities and the Myth of Meritocracy: How They Impede Employee Task Performance?

Previous studies have overlooked organisational inequalities and their influence on employee task performance. Anchored in equity theory, we address this gap by examining how promotion and compensation inequalities relate to employee task performance. Further, this study examines the myth of meritocracy as an underlying mechanism and overall perceived distributive justice as a boundary condition. Data were gathered from 471 employees and 39 supervisors. The findings reveal that promotion and compensation inequalities negatively impact employees' task performance. Moreover, the study proposes that the myth of meritocracy acts as a mediator in the relationship between promotion and compensation inequalities and employees' task performance. In addition, overall perceived distributive justice moderates the relationship between promotion, compensation inequalities and the myth of meritocracy and indirectly affects employee task performance through the mediating role of the myth of meritocracy. The study extends the literature on organisational inequalities and task performance and also offers practical insights for organisations for interventions to tackle the issues of organisational inequalities.

A Mixed Blessing? Explaining the Double-Edged Effects of Leader Leniency on Employee Task Performance

A Mixed Blessing? Explaining the Double-Edged Effects of Leader Leniency on Employee Task Performance

Examining the nexus between servant leadership and employee task performance: the moderation mediation model

Despite extensive research on leadership’s role in influencing employee outcomes, there is limited understanding of the specific impact of servant leadership on employee task performance. Little is known about how servant leadership enhances employee promotive voice behavior, which in turn influences task performance. Additionally, the potential moderating role of leader-leader exchange in this relationship has been underexplored, leaving a gap in understanding how interactions between leaders may further shape these outcomes. Based on social exchange theory, this study examined how servant leadership affects employee task performance through the mediating role of employee promotive voice and the moderating role of leader-leader exchange. Using a time-lagged data collection approach, data for this study were gathered from 392 employees working in project-based organizations in the information technology sector in Pakistan. The study’s hypotheses were tested using structural equation modeling and the Process Hayes Model. The findings reveal that servant leadership significantly influences employee task performance by mediating the role of employee promotive voice. Furthermore, it was confirmed that leader-leader exchange positively moderates the relationship between employee promotive voice and task performance. This research, further adds to the existing pool of knowledge that holds implications for organizations, top management, academia, researchers, and government concerning leadership behaviors, promotive voice, employee task performance, leader-leader exchange, and preparation for challenges in the future.

Investigating the Dynamics of Workforce Stability: The Influence of Perceived Employability on Career Resilience, Task Performance, Learning Agility and Employee Retention

The main purpose of this study is to analyze the complex interrelationships among perceived employability, employee task performance, employee retention, career resilience, and learning agility to cover this knowledge gap and provide HR practices and policies supported by evidence that can increase service sector development and contribute to Saudi Arabia's economic goals. The study used a cross-sectional quantitative design and conducted an online survey of employees in the service sector of Saudi Arabia. Snowball sampling was used during the data collection, and 403 usable responses were collected and utilized for data analysis. Data analysis techniques included descriptive statistics, Pearson correlation, and composite assessment analyses were conducted through SPSS 28. For hypothesis testing, the PLS-SEM model was used through SmartPLS4. R2adj, standardized root means square residual, Normed fit index, and Q2predict were used for model evaluation. The research findings highlighted the importance of perceived employability which is positively related to task performance and retention and show the need for organizations to train their employees so that they are characterized by career resilience and learning agility, which relate positively on their task performance and their retention within the Saudi service industry. Acquiring knowledge and understanding regarding these relationships is essential to develop targeted practices and policies to improve employee outcomes and elevate the organization's competitiveness in an economy undergoing rapid transformations. This study's findings provide practical implications regarding human resource management and organizational development strategies in Saudi Arabia that will support future research by enhancing perceived employability, building career resilience, developing employee task performance, improving learning agility, and ensuring a higher rate of employee retention, realizing the significance of each element in developing organizational goals and success. Keywords: perceived employability, employee task performance, employee retention, career resilience, learning agility.

Leadership and employee behaviour: the mediating and moderating role of cognitive trust and organizational culture

PurposeThis study aims to examine the mediating and moderating roles of cognitive trust and organizational culture in the relationship between leadership and employee task performance and turnover intention.Design/methodology/approachData were collected from 543 employees through a survey from the Islamic banking sector in Pakistan. Structural equation modelling (partial least squares) was used to estimate the effect.FindingsThe results demonstrate that cognitive trust plays a positive and significant mediating role between leadership and task performance (O= 0.064,T= 2.005,p= 0.028). Moreover, there is a negative relationship between leadership and employee turnover intention with the mediation of cognitive trust (O= −0.061,T= 1.976,p= 0.021). In addition, organizational culture plays a significant moderating role between cognitive trust and employee task performance (O= 0.014,T= 2.141,p= 0.038).Research limitations/implicationsThe results emphasize the critical role of organizational culture and cognitive trust in amplifying or reducing the impact of leadership on employee attitudes. This offers managers and leaders practical insights to boost employee performance and reduce turnover.Originality/valueTo the best of the authors’ knowledge, this study is unique in that it seeks to advance understanding of social exchange theory management by examining the moderated-mediation frameworks in the interaction between leadership and specific aspects of employee attitudes.

Unpacking the unintended consequences of socially responsible human resource management: a role stress perspective

Purpose This paper aims to explore the unintended effect of socially responsible human resource management (SRHRM) on employee task performance via three components of role stress: role conflict, role ambiguity and role overload. Design/methodology/approach Data was collected from 360 employees who were working in companies in the south of Vietnam and the study hypotheses were tested using structural equation modelling (SEM). Findings The results indicate that SRHRM increases role conflict, role ambiguity and role overload, which negatively affect employee task performance. Practical implications The key practical implication of our study is that SRHRM may decrease employee task performance via role conflict, role ambiguity and role overload. Managers should be aware of these findings and devise a plan to reduce the role stress that results from implementing SRHRM. Originality/value This study provides empirical evidence of the destructive consequences of SRHRM and contributes to a more complete perspective of how SRHRM affects employee performance.

Participative leadership congruence and employee task performance: the intermediate roles of person-unit fit and unit-member exchange

PurposeParticipative leadership's influence on employee task performance has garnered significant attention in a rapidly evolving organizational landscape. This study explores the multilevel dynamics of participative leadership congruence between unit managers and direct supervisors and its effects on employee task performance.Design/methodology/approachDrawing on two longitudinal studies based on the firms randomly selected from the Taiwan Economic Journal (TEJ) database, the research observes the mediating role of Person-Unit fit and the moderating influence of Unit-Member Exchange in the participative leadership-performance relationship.FindingsThe findings reveal how participative leadership congruence enhances person-unit fit, which in turn benefits employee task performance. Unit-member exchange plays a critical role in augmenting the participative leadership congruence? Person-unit fit? Employee task performance relationship.Originality/valueThe study extends leadership literature by highlighting the significance of leadership alignment across levels and the interplay between psychological and social factors in improving employee performance.

The contingent nature of the political skill-employee performance relationship.

The prevailing perspective in the organizational politics literature is that political skill facilitates heightened employee performance. Indeed, meta-analytic results have consistently found a positive relationship between political skill and both task and contextual performance. However, the literature has neglected the possibility of a contingent relationship between political skill and employee performance, despite arguments that organizations are political arenas in which employees also need political will. This is problematic because although politics are described as an ever-present facet of organizations, the extent to which work environments are politicized varies (Pfeffer, 1981), and such contexts can either constrain or enhance organizational behavior (Johns, 2006, 2018). Therefore, underpinned by the multiplicative framework of performance (i.e., P = f(M × A × C); Hirschfeld et al., 2004), we argue that the effects of political skill on employee task and contextual performance are contingent upon employee political will and the degree to which the work context is politicized. Results from a sample of working adults and their supervisors provided support for our hypothesis. Namely, political skill and political will interacted to predict heightened levels of task performance and citizenship behavior within more political contexts, but not within less political contexts. The contributions of this study to the politics literature are discussed commensurate with this study's associated strengths and limitations. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Exploring the Dark and Bright Side of Leader-member Exchange Differentiation: A Social Comparison Perspective

Although Public sector organizations face many employee-related issues, it has been identified that the employee task performance and organization cynicism-related issues are affecting more of the success of the organizations. Despite prior studies exploring the inclusion of perfect leadership in the public sector organization, it can enhance and build positive behavioral tendencies of its employees. However, leaders are also the main cause of generating social comparison emotion and envy in their in-group and out-group employees. In line with the thoughts, the current objectives were to identify the impact of Leader-Member Exchange differentiation on positive and negative behavior through social comparison emotions. Positivism research philosophy following the deductive approach has been used for the current study. 235 sample collected through self-administrated questionnaires from Public Sector organizations has been used to meet the study's objective. Results suggested sequential mediation of social comparison emotions and envy on employees' positive and negative behavior. The study has several implications presented at the end of the study and will provide help for the management of public sector organizations.

How transformational leadership shapes employee task performance? A sequential mediation model

PurposeThe purpose of this study was to analyze, through a sequential model, the underlying mechanisms connecting transformational leadership with employee task performance. Specifically, it examined the causal chain of transformational leadership-job characteristics (task variety and task significance)-job engagement-task performance.Design/methodology/approachThe hypotheses were tested on a sample of 320 employees and their supervisors from Spanish young technology and knowledge-intensive small and medium-sized enterprises (SMEs) using structural equations.FindingsThe results show that the effect of transformational leadership on task performance (assessed by supervisors) occurs sequentially via task significance and job engagement. Additionally, job engagement mediates the relationship between task variety and task performance.Practical implicationsFindings highlight the relevance for supervisors to employ a transformational leadership style that leads employees directly and indirectly, through task significance, to be more engaged and achieve higher task performance. They also emphasize the importance of proper job design that allows employees to be fully invested in their job performance.Originality/valueDespite the importance of leadership and employee performance for the survival and growth of these firms, the study of these relationships is largely unexplored. This study proposes and tests a serial model in which supervisor transformational leadership is linked to employee task performance through two sequential mediators: job characteristics (task variety and task significance) and job engagement.

Unpacking the behavioural outcomes of internal crisis communication: Underlining nexus of employee task performance, crisis responsibility and work well‐being to improve organizational reputation

AbstractThe COVID‐19 pandemic has redefined the corporate sector's communication requirements to maintain organizational reputation among employees. This situation has led to lacklustre organizational performance and a decline in employee well‐being. However, little is known about how the sophisticated execution of internal crisis communication can foster productive employee responses. This study examines how internal communication during times of crisis strengthens employee task performance and well‐being, both of which are crucial for organizational success following the COVID‐19 pandemic. Drawing inspiration from situational crisis communication theory, the study primarily investigates the outcomes of internal crisis communication that generate favourable employee perceptions of their organization. A quantitative survey of 384 employees from various organizations was conducted, and the results indicated that efficient internal crisis communication enhances employee task performance, boosts employee well‐being and reduces crisis attribution, thus promoting employee behaviour that improves reputation. These findings contribute to the growing body of literature in public relations focused on understanding the psychological mechanisms underlying positive employee behavioural intentions during times of crisis. More importantly, strategic internal communication and maintaining a human element in employee interactions will benefit organizations in the long run. Practical implications for researchers and practitioners are discussed.

Toward a better understanding of self‐regulation promoting interventions: When performance management and job crafting meet

AbstractOrganizations utilize self‐regulation promoting interventions to empower employees in managing challenges and resources autonomously. However, there is limited understanding of how these interventions impact employee task performance and innovative behavior, as well as which processes are critical for their effectiveness. Therefore, a field experiment was conducted to examine the effects of two self‐regulation promoting interventions—the Productivity Measurement and Enhancement Systems intervention (ProMES), a job crafting intervention, and their combination—on individual employee performance and innovation through selected process variables. We collected data before, during, and after the interventions over 16 weeks among 123 employees across three experimental and one control group. Consistent with predictions, participants of the ProMES intervention reported a higher level of perceived team climate, which consequently contributed to greater individual innovative behavior. Participants in the job crafting intervention exhibited an increase in job crafting behaviors, which consequently increased innovative behavior and task performance. Unexpectedly, the combined intervention yielded negative effects on both innovative behavior and task performance. The findings suggest that while self‐regulation promoting interventions increase favorable outcomes through different mechanisms their combination may impair relevant processes and, more generally, overwhelm employees.

Revisiting the Nexus Between Job Insecurity and Employee Task Performance: Examining the Influence of Self-Efficacy and Emotional Intelligence in a Mediation–Moderation Model

Revisiting the Nexus Between Job Insecurity and Employee Task Performance: Examining the Influence of Self-Efficacy and Emotional Intelligence in a Mediation–Moderation Model

Gamification, intrinsic motivation, and task performance of employees: the moderating role of goal difficulty

ABSTRACT Previous gamification research has explored intrinsic motivation, goal setting, and performance separately. This study bridges the gap by investigating how gamification affects intrinsic motivation and task performance, especially with varying goal difficulty levels. To address these research questions, the literature review delves into three key inquiries: (1) Are external interventions capable of affecting intrinsic motivation? (2) Gamification of PMS: Does it matter? (3) Does combining goal setting with gamification make sense? The study employs an experimental framework utilising a between-subjects design of 2 × 3. Participants are drawn from the IT sector, and they are divided into groups exposed to gamification (experimental) and those not exposed to it (control). Additionally, the study investigates the moderating role of goal difficulty by classifying participants into categories of easy, difficult, and impossible goals. The findings of this study emphasize that goals should be challenging but still achievable for gamification to effectively fulfil its intended purpose. These findings integrate the concepts of goal setting and intrinsic motivation to provide a deeper understanding of the effectiveness of gamification. The study’s implications for practical application and potential avenues for future research are also explored and discussed.

The Achievement of Goals Related to Employee Performance in Private Sector Organizations Provides Significant Insights

The accomplishment of objectives within the context of employee performance in private sector organizations offers valuable perspectives for the advancement of Goal-Setting Theory. The researchers observed that private banking experienced a decline in employee performance during the pandemic. This study aims to address the existing research gap concerning the factors influencing employee performance. Additionally, the innovative findings from this research contribute to the understanding of a model designed to enhance employee task performance, thereby enriching the theoretical framework of goal-setting motivation integrated into a new business support platform for sustainable operations. Consequently, the research methodology was implemented according to a validated strategy, employing data analysis that encompassed all latent variables and their respective dimensions. The overall findings significantly advance the body of knowledge related to Goal Setting Theory (GST), facilitating a synthesis aimed at improving employee task performance.

Occupational health and safety, cost reduction in accident and employee task performance: perspectives of selected service organizations

Occupational health and safety, cost reduction in accident and employee task performance: perspectives of selected service organizations

Does leader-member exchange ambivalence hinder employee well-being? Exploring relations with work engagement and emotional exhaustion.

Recent research has introduced the concept of leader-member exchange (LMX) ambivalence and has shown that it can be detrimental to employee task performance. Drawing on self-determination theory and models of LMX development, this research investigates whether LMX ambivalence may also negatively influence employee well-being. In a two-wave field study with 278 employees in a large police organisation, we found that LMX ambivalence was significantly associated with two focal measures of work-related well-being: work engagement and emotional exhaustion, through its influence on psychological need fulfilment. Perceived positive meaning in work was found to buffer the negative effects of LMX ambivalence on psychological need fulfilment and well-being. Overall, these results contribute to the occupational health literature by demonstrating that psychological need fulfilment helps explain why LMX ambivalence negatively affects work related well-being outcomes and underscores the important role of positive meaning in work as a buffer for these relationships.

Role of Transformational and Transactional Leadership Styles on Employees’ Performance with the Median of Organization Commitment, in Selected Higher Learning Institutions at Mwanza, Tanzania

This study examined the roles of transformational and transactional leadership styles on the employee’s performance in higher learning institutions in Mwanza. The study specifically aimed to identify the relationship between transaction leadership style and employee task performance, to determine if there is a relationship between transactional leadership style and employee tasks performance and to determine if transformational or transactional leadership style influences employee organization performance. The study was guided by situation and contingency theory as well as Transformation and transaction leadership theory. It employed a quantitative research approach and descriptive research design. The study employed a targeted population of 545 from which a sample size of 217 was used. Data in this study was collected through questionnaires and were analyzed using SPSS. V20 uses inferential statistics, descriptive statistics as well as regression and mediation analysis. The result obtained shows that overall model results R. Square of about 65%which is adjusted to 56%. Generally, R square and Adjusted R square were used to explain the power of the regression model in which the results of the model predictors explain 65% of the variation in the employee performance among the sampled respondents in the targeted higher learning institutions. The findings from the regression analysis show a positive and significant relationship between TRNF and EP. The regression formed a coefficient value of .643 and T-test was 2.092whihc was significant at .0002. Transactional Leadership Style (TRNS) was positively and significantly related to Employee Performance (EP). This can be evidenced by the coefficient of .528 and T-statistics of 2.241 which was significant at a level of. 001. The study also tested the relationship between Organization Commitment (OC) and Employee performance (EP) among the selected respondents. The Coefficient value was .556 and a T-Test was 2.85 which was significant at .000. The results from the analysis show a regression coefficient of .447 and a T-test of 2.040 which was significant at a level of .000. The study concluded both Transformational and Transactional leadership style has positive impacts on the task performance of the employee in the higher learning institution because through is a leader uses his/her acts to build my respect in the working place and also leader acts as a good role model to their employee hence employee as motivated to work in a committed manner to attain the desired organization objective whether long term or short term.

Unethical pro-organizational behavior and task performance: a moderated mediation model of depression and self-reflection

ABSTRACT This study develops and tests a model based on affective events theory. It specifies that engaging in unethical pro-organizational behaviors (UPB) decreases employee task performance through depression. Specifically, employees engaged in UPB are more likely to be depressed for those with a high rather than a low level of self-reflection, which in turn decreases task performance. Based on a sample of 205 sales employees in an insurance company located in mainland of China, we found that UPB had a significant indirect effect on task performance through depression; additionally, this effect was stronger for employees with high rather than low levels of self-reflection.