Higher Job Performance Research Articles

Remuneration and Job Performance of Teachers in Government Aided Secondary Schools in Western Uganda

The study investigated the relationship between remuneration and job performance of teachers in government-aided secondary schools in Western Uganda. Remuneration was studied in terms of basic pay, income security schemes, and bonuses and allowances. Teachers’ job performance was considered in terms of classroom teaching, management of students, discipline and regularity and interpersonal relations. The study adopted a cross-sectional research design using the quantitative approach on a sample of 333 teachers. Data were collected using both a questionnaire. Descriptive results revealed that job performance of teachers high and remuneration moderate. Inferential analysis showed that while income security schemes had a positive and significant influence on teachers' job performance, basic pay had a positive but insignificant influence on teachers' job performance, and bonuses and allowances had a negative insignificant influence on teachers' job performance. It was concluded that low remuneration to teachers impedes high job performance, especially when basic pay is low and there is a lack of bonuses and allowances. Existence of income security schemes increases the job performance of teachers. Therefore, it was recommended that stakeholders involved in the management of schools such as Government, headteachers, and Boards of governors, devise means of enhancing the remuneration of teachers. Teachers should be given bonuses for exceeding performance and allowances when they do extra work. The pension plan and social welfare benefits should also be made attractive to increase the job performance of teachers.

The relationship between mental workload and job performance among Iranian nurses providing care to COVID-19 patients: A cross-sectional study.

AimsTo evaluate the relationship between mental workload and job performance among nurses providing care to patients with COVID‐19, and to explain the factors predicting their performance.BackgroundThe increased workload of health care workers in the COVID‐19 pandemic affects their job performance, causes medical errors, contributes to patients’ mortality and is a major concern for all health care organisations in the world.MethodsThis cross‐sectional study recruited 139 nurses selected from the ICUs, infectious disease wards and emergency units of two hospitals in Iran. The NASA‐Task Load Index and Paterson's job performance questionnaire were used.ResultsMean scores of mental workload and job performance of the nurses were 67.14 ± 30.53 and 37.37 ± 7.36, respectively. A total of 71.95% and 96.4% of the nurses had high mental workload and job performance levels, respectively. The results indicated a weak positive correlation between mental workload and the mean score of job performance(r = .057). Unlike the mental demand (r = .175, p = .04) and temporal demand (r = .307, p < .001) that had a significant positive correlation with job performance, frustration had a significant negative correlation with job performance (r = −.183, p = .032). The following variables explained 33% of the variance of nurses’ job performance: age, gender, type of ward, working shift, experience of providing care to patients with COVID‐19 and frustration.ConclusionThe nurses’ mental workload increased during the COVID‐19 pandemic. Given the negative effect of mental workload on the nurses’ behaviour and performance, the rise in their job performance and its weak positive correlation with their mental workload should be further addressed.Implications for Nursing ManagementThe present study results support the need for focusing on implementing strategies such as providing social and psychological support to moderate mental workload and improve job performance of nurses who provide care to patients with COVID‐19.

Workers' Stress During the First Lockdown: Consequences on Job Performance Analyzed With a Mediation Model.

Objective:This study sheds light on the pathways leading to an increase in workers stress levels and the resulting effects on job performance during a pandemic.Methods:Path analyses were conducted on a sample of 459 Canadian workers using MPlus software. These analyses allowed us to determine whether the association between potential stressors during lockdown and job performance was mediated by workers’ stress.Results:The results revealed four significant indirect associations. Work–life balance dissatisfaction, gender (women), and marital tensions were indirectly associated with lower job performance because of their positive associations with stress. Teleworking was associated with higher job performance because of its negative association with stress.Conclusions:The results suggest that specific stressors are worth targeting with interventions to ensure job performance.

Employee proactive goal regulation and job performance: The role modeling and interacting effects of leader proactive goal regulation

Given the critical role of leaders in managing employees’ goal-setting, we theorized and examined how leader proactive goal regulation facilitates employee proactive goal processes and outcomes. Based on a sample of 74 leaders and 371 employees who work in research and development groups, we found that employees’ three motivational states—role breadth self-efficacy, psychological ownership, and activated positive affect—were positively associated with job performance via employee proactive goal regulation. In addition, the effects of leader proactive goal regulation on this mediation model were twofold. First, there was a direct effect on employee proactive goal regulation, which, in turn, positively related to job performance. Second, there was a moderating effect of leader proactive goal regulation such that employees delivered high job performance when their leaders were high in proactive goal regulation, regardless of employees’ own levels of proactive goal regulation. This study highlights the importance of not only employee but also leader proactive goal regulation in connecting employees’ proactive motivational states with job performance.

Забезпечення професійної працездатності персоналу в умовах нової соціоекономічної реальності

The essence and factors of professional work capacity, as well as its role in ensuring high job performance, are analyzed. The main task of the study was to analyze factors influencing the working capacity of modern employees; to identify the level of their satisfaction with the conditions and management of work; and to substantiate the ways to improve work capacity at enterprises, taking into account current threats caused by the COVID-19 pandemic. Based on the survey, the satisfaction level of employees at Ukrainian enterprises as for the existing measures aimed at ensuring and maintaining the work capacity of staff at the workplace, e.g. working conditions and recreation and other measures, is analyzed. The subjective fatigue among employees has been assessed, revealing the absence of a system for monitoring the working capacity and general physical and mental state of employees at enterprises, which makes it impossible to introduce qualitative measures to maintain and improve working capacity and eliminate the effects of fatigue. The influence of the COVID-19 pandemic on the conditions and management of work at enterprises, on the employee’s working capacity and their sense of physical and psychological well-being have been identified. Based on the study, the main areas for improving the work capacity of staff at the workplace in the new socio-economic conditions, which would reflect the expectations and needs of employees, are systematized. Priority measures that should be implemented at enterprises to maintain and improve the professional work capacity of staff include the following: clear regulation of job responsibilities and rational distribution of workload among all workflow participants; reduction of the hazardous effect of working conditions on human body; protection of employees from the already existing and potential hazards; compensation of excessive workload by various financial incentives, intangible incentives, improvement of working conditions and recreation; taking into account employees’ individual attributes when planning workload; organization of psychological assistance and counseling for staff members, training sessions on Time-management and Team-building, improvement of social and psychological climate.

РОЗРИВ У НАВИЧКАХ (SKILLS GAP) ЯК ГЛОБАЛЬНА ПРОБЛЕМА РОЗВИТКУ ЛЮДСЬКОГО КАПІТАЛУ: СУТНІСТЬ, ПРИЧИНИ ВИНИКНЕННЯ ТА ШЛЯХИ ПОДОЛАННЯ

The article investigates the essence of skills gap as one of the types of skills mismatches. The importance of having progressive cognitive, socio-emotional and technical skills for the employee and the employer is substantiated individually. It is found out that when hiring applicants for a qualified job and appointing them to the position, their skills are assessed by employers in terms of their importance and level of satisfaction (compliance with the employers’ requirements). The difference, which demonstrates the inconsistency of the required skills with the existing ones, forms a skills gap. The study of the essence of the terms identical to skills gaps enables the author to define skills gap as an existing type of their mismatch, namely the lack of each specialized key skill required to sustain high job performance at the appropriate level (medium, high) within the position (professional duties). Based on the generalization and study of the opinions of labour market research experts, three key factors that cause a skills gap are identified. They are technology, education and training. The technological factor determines the importance of educational and training factors, as technological revolutions cause global changes in the world of labour, the emergence of new professions and positions, and, accordingly, affect the need for the formation of new professional skills. Acquisition of modern professional qualifications and mastery of the necessary skills are provided through high-quality education and lifelong learning. Based on the global survey of the existing gap in key skills among university graduates, conducted by QS Global Employer Survey 2018 taking into account the survey among employers and university graduates, a discrepancy is found in almost all 15 skills available in the analysis, in terms of both importance and satisfaction for employers. At the same time, the results of the survey among university graduates show differences in assessments between the two groups of respondents on the criterion of priority of key skills. According to the author, this discrepancy is the result of the diversity of focus on results and expectations of the use of skills among respondents. On the one hand, it is explained by the differences in experience and deep understanding of business fundamentals. On the other hand, it is caused by the mental gap between generation X (most employers belong to this category), Y (millennials) and Z (represented by young people who have recently graduated from educational institutions). Based on the study of behavioral and mental characteristics of these generations, an important role of generation Z in the formation of the world labor force and its growing influence on future global trends in the labor market are highlighted. The study identifies the main causes that deepen the existing skills gap. It is explained by the uncertainty of the procedure for identifying key skills in the employers’ personnel policy, which complicates the process of planning the need for these skills. The other factors include the imperfection of enterprise personnel policy in terms of employment; maladaptation of traditional education to digital transformations; weakness of integration links between business and education, which makes it impossible to bridge the existing skills gap; pandemic COVID-19. The paper outlines the main ways to overcome the skills gap, which is becoming especially important in the post-pandemic period. They include the formation of a modern system for forecasting skills needs for the long term at the macro level; reforming the employment policy at the micro level, more active use of outsourcing services by employers; introduction of the transformed (adapted to modern conditions of viral crisis) model of training enterprise employees through apprenticeship.

If the organization is a mess, do employees explain or exploit the situation?

PurposeThis study investigates the connection between employees' dissatisfaction with the organizational status quo and their job performance, with a particular focus on the mediating role of their problem-focused voice behavior – through which they pinpoint possible causes of organizational problem situations – and the moderating role of their Machiavellianism.Design/methodology/approachThree-wave survey data were collected from employees and their supervisors in Pakistani organizations.FindingsAn important reason that employees' beliefs about organizational underperformance spur their own performance, as rated by supervisors, is that they spend significant energy expressing their concerns about shortcomings. The mediating role of such constructive voice behaviors is mitigated though, to the extent that employees have stronger Machiavellian tendencies.Practical implicationsFor human resource managers, the findings reveal problem-focused voice as a key mechanism by which employees' negative perceptions about how well their organization fares can be channeled into higher job performance. They also elucidate how this process is less likely among employees who are self-centered and less concerned about their organization' well-being, such that they hold back pertinent information about organizational failures from others.Originality/valueThe study pinpoints problem-focused voice as an unexplored behavioral response by which employees' beliefs about organizational underperformance can enhance their job performance. It also details how the tendency of Machiavellian employees to stay away from such voice activities may backfire in the form of lower performance evaluations.

Job Connectedness as a Job Resource or Job Demand: Moving Beyond the Dichotomy

Modern advances in communication technologies allow endless possibilities for knowledge workers. While remaining connected to job matters remotely affords greater control over work matters and personal boundaries and can be welcome by employees, engagement in this behavior can be disruptive to personal domains and well-being. Scholarly works have also had mixed results with regards to this phenomenon, as studies have typically examined the topic in dichotomies. In this study, we examine job connectedness and its effects on well-being and performance. Grounded in the job demands-resources (JD-R) theory, we postulated that job connectedness is related to different levels of well-being and performance based on individual appraisals of whether it is a job resource or a job demand. We move beyond a dichotomous view of whether job connectedness is indeed a job resource, or a job demand, by examining both possibilities in the same research model. Results from our experience sampling study with 194 employees over the course of a week showed that when individuals psychologically appreciated job connectedness as a job resource, they experienced higher job satisfaction and higher job performance. When individuals appraise job connectedness as a job demand, they experienced higher work-life conflict and burnout. Implications are discussed.

Interplay Between Employee and Leader Proactive Goal Regulation: Cascading and Moderating Effects

Based on a sample of 74 leaders and 371 employees of research and development teams, we find that employees’ role breadth self- efficacy, psychological ownership, and activated positive affect positively related to job performance through employee proactive goal regulation. Moreover, leader proactive goal regulation played two roles: (a) it had a direct effect on employee proactive goal regulation, which positively related to job performance, and (b) it supplemented employee proactive goal regulation such that employees delivered high job performance when leaders were high in proactive goal regulation, regardless of employees’ levels of proactive goal regulation. Our study highlights the importance of not only employee but also leader proactive goal regulation in connecting employees’ proactive motivational states with job performance.

Exploring Job Design as Predictors of Job Performance at A Malaysian Automobile Company

An organization must initiate an adequate job design for the employees to required job performance. A question arises on how a company could gain high job performance in a particular setting in a dynamic business environment and diverse background. This study examines the influence of four components of job design as predictors to job performance; job enrichment, job rotation, job enlargement, and job simplification. While job design is proven to contribute to high job performance, some literature states its limitations. This study adopted a case study method to investigate issues faced by a leading automobile company in Malaysia. Primary data was collected through a series of interviews and a distribution of questionnaires. A multiple regression model was used to explore the predictors of job performance. It was found that job rotation and job enlargement were significant to job performance, while the insignificant effect of job enrichment and job simplification needs to be reviewed. The results of the analysis were discussed in line with feedback from interviews and related literature. The study contributed to the new understandings on critical factors of job design that influence job performance in the support cluster of a manufacturing company.

An Empirical Assessment of Organizational Commitment and Job Performance: Vietnam Small and Medium-Sized Enterprises

Research on employee commitment to the organization is necessary for human resource management, and the result is applied in practice to improve organizational effectiveness. The aim of the present study is to explore factors affecting organizational commitment at the small and medium-sized enterprises (SMEs) in Vietnam. Besides, the relationship between organizational commitment and job performance is examined as well. The research was conducted on a sample consisting of 67 white-collar workers and 260 blue-collar workers at SMEs. A total of 327 valid complete questionnaires were input into SPSS 20 database for processing to provide evidence. The research model and hypotheses were tested using the technique of the hierarchical multiple regression analysis. The research results revealed that income, reward and welfare, direct manager, working environment, coworker, and promotion opportunity tended to associate positively with organizational commitment. Besides, the finding also showed that, when the employee has a high organizational commitment, it would lead to high job performance. The main findings of this study provided some managerial implications for SMEs, in general, and managers, in particular. It implies that Vietnam’s small and medium-sized enterprises should improve these six factors to retain employees as well as enhance their job performance.

Between-person and within-person effects of telework: a quasi-field experiment

ABSTRACT This quasi-experimental study examines the impact of telework on employees’ stress, work-to-home conflict, work engagement and job performance on a between-person and a within-person level. Data were collected in a Belgian company that had launched a pilot telework initiative. Employees in the intervention group (N = 39) were allowed to work from home on at most two days a week whereas employees in the control group (N = 39) were not. To examine changes in person-level outcomes over time, we collected data before telework was introduced (T1) and at the end of the pilot (T2). To examine day-level effects, we collected daily data on 13 consecutive workdays after the onset of the pilot. Multivariate repeated measures MANOVA showed no significant interaction effect between group and measurement occasion, yet univariate analyses showed that employees in the teleworking group had less stress at T2 compared to T1. No univariate differences in work-to-home conflict, work engagement or job performance were found over time. Daily analyses using linear mixed coefficient modelling showed that teleworkers reported lower stress, lower work-to-home conflict, higher work engagement and higher job performance on teleworking days compared to non-teleworking days.

Personality trait determinants of frontline employee customer orientation and job performance: a Russian study

PurposeDespite major market-orientated reforms to enhance the competitive advantage of Russian domestic firms, the antecedents and consequences of frontline employee (FLE) customer orientation (CO) remain poorly understood. Acknowledging this paucity of research, the authors draw upon a hierarchical model of personality to examine personality trait determinants of CO and job performance in the context of the Russian financial services sector.Design/methodology/approachData was collected from 186 FLEs using a self-administered survey questionnaire and analyzed using AMOS.FindingsThe results identify which basic personality traits matter in translating FLE CO behavior into higher job performance in the Russian retail-banking sector.Research limitations/implicationsLimitations of the study include the generalizability of the findings within one organizational context. Future research should examine whether the found associations hold true for FLEs working in other service sectors in other parts of the country.Practical implicationsStudy findings differ significantly to Western-based research and provide valuable insight into the process that motivates Russian FLEs in a commercial retail setting to perform better in their jobs.Originality/valueThis is the first empirical study that employs a hierarchical model of the effects of basic personality traits on FLE CO and job performance in a former socialist/communist economy. We also advance existing research on FLE CO by distinguishing between two types of CO behavior. Findings provide an understanding of those personality traits that affect the ability of Russian FLEs to better satisfy customer needs and to interact and serve customers in an enjoyable way.

Are You Gossiping About Me? The Costs and Benefits of High Workplace Gossip Prevalence

Whereas organizational research has historically focused on the negative effects of workplace gossip behaviors, in this paper, we draw on social information processing theory to examine both the benefits and costs of perceived work-related gossip prevalence. On the one hand, we suggest that perceived work-related gossip prevalence is beneficial to employees’ job performance. Employees who perceive work-related gossip prevalence to be high should experience higher levels of performance pressure. Performance pressure, in turn, should be positively associated with higher job performance. At the same time, however, these same employees will also experience lower levels of psychological well-being due to the lack of emotional ties and trusting relationships that they have with co-workers. We furthermore suggest that both the positive and negative effects of perceived work-related gossip prevalence are moderated by the valence of the gossip prevalence, such that employees feel more performance pressure (and, in turn, higher job performance) and experience worse psychological well-being when the valence of their perceived gossip prevalence is negative.

The effects of job satisfaction and psychological resilience on job performance among residents of the standardized residency training: a nationwide study in China

ABSTRACT High resident job performance is essential for effective medical professionalism. To date, few studies have investigated the potential predictors of job performance among residents in standardized residency training (SRT) program in China. Therefore, a nationwide survey among Chinese residents in SRT program was conducted to evaluate the impact of job satisfaction and psychological resilience on job performance. A total of 1146 residents from 9 hospitals were recruited in this study. Demographic and work-related information, job satisfaction, psychological resilience and job performance were collected through questionnaires. Hierarchical regression analyses indicated that, “work pressure”, “doctor-patient conflict”, “intrinsic job satisfaction” and “psychological resilience” were significant predictors of job performance for residents in SRT programs and explained 61.3% of variance, while the three dimensions of psychological resilience (tenacity, strength and optimism) accounted for 27.2% of variance. The area under curve (AUC) of the receiver operating characteristic (ROC) curve showed that resilience had the highest predictive accuracy than another three subscales. This study indicated that intrinsic job satisfaction and psychological resilience had a significant influence on job performance. Strategies and measures to improve residents’ intrinsic job satisfaction and psychological resilience may be efficacious ways to enhance their job performance.

A Data-Driven Approach to High-Volume Recruitment: Application to Student Admission

Problem definition: Service providers often recruit a large number people over a short period of time, a practice known as high-volume recruitment. In this study, we describe a data-driven approach that can be used to streamline the recruitment process and aid decision making. The recruitment process consists of two stages: screening and interview. All candidates are evaluated in the screening stage, but only those with sufficiently high screening scores are short-listed for an interview. After the interview stage, offers are made based on the screening and interview scores. We define the error rate as the probability that a candidate who is rejected during either stage might have had a higher job performance than the median job performance of the candidates recruited had he or she been accepted. To ensure the error rate is no higher than a certain level, how many candidates should be short-listed, and, after the interview, how should candidates be ranked based on the two scores? Academic/practical relevance: High-volume recruitment is challenging because decisions have to be made for many people, under tight time constraints, and under uncertainty. Our approach does not require knowledge about the cost of evaluating candidates and the utility of selecting candidates; hence, it is easier to implement in practice. We apply the approach to the process of recruiting students for a postgraduate business program. Methodology: We use stochastic modeling and regression. Results: We provide a procedure for estimating the error rate as a function of the percentage of candidates short-listed for interviews. We show that the estimated error rate is asymptotically unbiased and converges to the true error rate in probability. We then run a linear regression analysis to estimate the relationship between job performance and the screening and interview scores. In a case study involving a postgraduate business program, the job performance measure we adopt is the grade point average in the program, observable only for the students enrolled in the program. We find that the interview score is statistically significant, but the screening score is not. Managerial implications: For the postgraduate program, our study demonstrates that the time-intensive interview process has substantial value. We should increase, rather than reduce, as suggested by the program administrators before our study, the weight assigned to the interview score and the time spent on the interview process. Knowing the relationship between the error rate and the percentage of candidates short-listed for interviews, the program administrators can determine the appropriate percentage for any given error rate deemed acceptable and improve the ranking of candidates. Our approach is general and can be applied to other high-volume recruiters.

PERCEIVED EFFECT OF COACHING AND MENTORING ON EMPLOYEE JOB PERFORMANCE AMONG ACADEMIC STAFF IN UNIVERSITY OF IBADAN, OYO STATE, NIGERIA

The study assessed the effect of coaching and monitoring on employees’ job performance among academic staff in University of Ibadan, Oyo State, Nigeria. Multistage sampling technique was used in obtaining data from ninety academic employees of Faculty of Agriculture University of Ibadan for the study. The data was analysed using Chi square and Pearson Product Moment Correlation. The mean age of the respondents was 51years while 66.3% were between ages 51-70 years, 52.3% were female and 50.2% were married. The average year of experience of the respondents was 18.1 years while majority (79.1%) of the respondents has obtained their PhD degree. On challenges facing coaching and mentoring, respondents identified mentee unwillingness to be mentored (x̅=2.84), and non conducive environment for coaching and mentoring (x̅=2.67) as the major constraints, while the least constraint was time and workload pressure (x̅=2.03). Many (62.1%) of the respondents have high job performance level. There was significant relationship between respondents’ marital status and job performance (P≤0.05). The study concluded that coaching and mentoring influence employees’ job performance positively among academic staff in academic institutions and recommended that provision of good work-environment for coaching and mentoring of academic staff should be provided by university management.&#x0D; &#x0D;

Are Emotionally Intelligent People More Creative? A Meta-Analysis of the Emotional Intelligence–Creativity Link

Although emotional intelligence (EI) is positively associated with beneficial outcomes such as higher job performance and better psychological well-being, its relationship with creativity is uncertain. To assess an overall correlation between EI and creativity, in the present study a meta-analysis of 96 correlations obtained from 75 studies with a total sample size of 18,130 was conducted. The results uncovered a statistically significant moderate correlation (r = 0.32, 95% CI, 0.26–0.38, p &lt; 0.01) between these two constructs. Moderation analyses revealed that the link was modulated by the type of EI/creativity measure and sample characteristics, such as gender, employment status, and culture. Specifically, the link was stronger when EI and creativity were measured using subjective reports (EI: trait EI; creativity: creative behavior and creative personality) compared to objective tests (EI: ability EI; creativity: divergent thinking test, remote associate test, and creative product). In addition, the link was stronger in males compared to females, in employees compared to students, and in East Asian samples compared to Western European and American samples. Theoretical implications and future directions are discussed in detail.

The Relationships of Happiness and Job Satisfaction to Job Performance of Public Secondary School Teachers in Selected Schools in the Division of Cavite

The study analyzed the relationships of approaches to happiness and job satisfaction to job performance. This research endeavors to educate and inspire public academic institutions to focus on the happiness and job satisfaction of its teaching staff and see if it will bring out high job performance rate. A sample of two hundred and eighty-three (283) public secondary school teachers was taken from selected schools in the division of Cavite calculated based on Cochran’s formula and using simple random sampling technique. The researchers used descriptive statistics such as frequency distribution and weighted mean to present the data. Pearson Product Moment Correlation Coefficient r and multiple linear regression (MLR) model were used to determine the association and test statistical significance between all studied parameters. Data analysis was done using Statistical Package for the Social Sciences (SPSS). The findings of this study indicated that the extent of correlation between the approaches to happiness and job performance and between the job satisfaction and job performance are both significant. When these variables are linked with job performance, the outcome revealed that higher degrees of happiness—in terms of pleasant life, good life, and meaningful life—and job satisfaction lead to very satisfactory job performance.

Understanding Post-Training Factors and Job Performance Relationship: Review of Literature for Transfer of Training Enthusiasts

In the era of competitive industrial time and globalization, enterprises need to have a competent, technologically "up to date," motivated and engaged workforce to maximize productivity. Therefore, in the current socio-economic industrial culture, enterprises are encouraged to be motivated to invest in employee training and development. Scholarly research in the business world have already emphasized on the robust association between learning opportunities for employees leading to their performance improvements. According to studies, businesses that have survived, understood, and learned the prospects of training and its long-term implications for business productivity. But even when the issues of providing training were resolved, that also brought the question of application of the training at the workplace by the employees that may be defined as the term "training transfer." Training transfer by employees is essential for the investment return that was aimed to have higher productivity and profit for organizations. If there is a failure of training transfer through proper implementation of the newly acquired knowledge and learnings, not only the performance stays in the pre-training level, but also there is no investment return for the organization. Many organizations are suffering losses due to failing to implement training transfer adequately in the organization. Therefore, it is essential to ensure proper application of transfer training to secure investment resulting in higher job performance and productivity. That requires a good quality of supervisory support, perceived utility, and higher education. The study discusses both theoretical and practical implications for the organizational stakeholders for better job performances.